Compare the advantages and disadvantages of a Bureaucratic/Hierarchical model vs. a Network model for organizational change
One of the advantages of a bureaucratic model is that it is more effective and efficient in implementing organizational change. It involves the participation of individuals specialized in specific work groups that execute different organizational activities geared towards the implementation of change (Wise, 2006). Therefore, it enhances performance and productivity by encouraging specialization. In contrast, a network model encourages cooperation between employees. It promotes the concept of teamwork. Therefore, the overall performance of an organization is higher. The bureaucratic model has efficient leadership that encourages responsibility and accountability. Individuals are aware of whom to report to, and who is responsible for giving directions regarding the implementation of change (Wise, 2006). The model also offers employees clear paths for career advancement. The network model is flexible. Organizations can adapt to changes in technology and market forces thus enhancing their survival. In contrast, the bureaucratic model has poor flexibility and ineffective communication. The model adapts slowly to change hence inflexibility. Organizations are thus unable to respond effectively to changes in technology or market forces that affect their operations. On the other hand, specialization affects the overall performance of the organization because it focuses on the operations of specific departments and divisions (Wise, 2006).
Create a hypothetical response scenario for a recent hurricane disaster in which an adaptive management approach is utilized. Elaborate on the steps that would be taken in your hypothetical response scenario.
An adaptive approach to Hurricane Katrina would involve emergency response that would include evacuating victims and saving property (Elledge et al, 2007). This would be done by both ground rescue missions and airlifting. The best model to adopt would be the network model. Unlike the bureaucratic model, it is less prone to operational errors and it is more reliable (Zhong & Low, 2009). It is flexible and would be effective in disaster management. An adaptive management response to Hurricane Katrina would involve several steps. They include making a decision based on results of past storms, using feedback to develop new response strategies, monitoring the effectiveness of rescue methods, embracing risk to improve understanding, and changing evacuation methods based on effectiveness and objectives.
What management approach would you recommend for a hurricane disaster (such as Hurricane Katrina or Hurricane Irene)? Why?
The best management approach for hurricane disasters would be the network model approach. Hurricane disasters are usually emergency events that require emergency responses (Zhong & Low, 2009). The network model has a direct chain of command that does not involve reliance on the decisions of leaders. Also, it enhances quick information sharing that would be necessary during disasters. Flexibility is one of the requirements of rescue missions during disasters (Kapucu et al, 2010). The network model is an effective management approach that can be applied during hurricane disasters. During a hurricane disaster, evacuation and rescue methods are chosen based on experiences from past similar disasters (Bharosa et al, 2010). In past years, hurricane disasters have caused great havoc. Through a network model, methods used during past disasters could be improved or replaced to ensure the efficiency of rescue methods (Kapucu et al, 2010). Hurricane disasters require flexible rescue strategies that necessitate fast decision-making processes. The bureaucratic approach cannot fit a hurricane disaster because leaders make all decisions and communication is ineffective. Communication is an important aspect of responding to disasters (Born et al, 2007). The network model involves fast communication, which is necessary during rescue missions.
References
Bharosa, N., Lee, J., and Janssen, M. (2010). Challenges and Obstacles in sharing and Coordinating information during Multi-agency Disaster Response: Propositions from field exercises. Information Systems Frontiers, 12(1), 49-65.
Born, C., Briggs, S., Ciraulo, D., Frykberg, E., Hammond, J., Hirshberg, A., and O’Neill, P. (2007). Disasters and mass casualties: General principles of response and management. The Journal of the American Academy Of Orthopedic Surgeons, 15(7), 388-396.
Elledge, B. L., Boatright, D. T., Woodson, P., Clinkenbeard, R. E., and Brand, M. W. (2007). Learning from Katrina: Environmental health observations from the SWCPHP Response Team in Houston. Journal of Environmental Health, 70(2), 22-6.
Kapucu, N., Arslan, T., & Demiroz, F. (2010). Collaborative emergency management and national emergency management network. Disaster Prevention and Management, 19(4), 452-468.
Wise, C. (2006). Organizing for homeland security after Katrina: Is adaptive Management what is missing? Public Administration Review, 66(3).
Zhong, Y., & Low, S. (2009). Managing crisis response communication in Construction projects – from a complexity perspective. Disaster Prevention and Management, 18(3), 270-282.