![]() ![]() Handy explained: “the wise organisation already knows that their smart people are not to be easily defined as workers or as managers but as individuals, as specialists, as professionals or executives, or as leaders (the older terms of manager and worker are dropping out of use), and that both they and the organisation also need to be obsessed with the pursuit of learning if they are going to keep up with the pace of change.” In such organisations, the demands on personnel management are large. ![]() ![]() The third type of organisation Handy anticipated is what he called “the Triple I” – information, intelligence and ideas. It is “at the middle of things and is not a polite word for the top or even for head office” ¬The centre is, however, concerned with long-term strategy. It does not dictate terms or short-term decisions. He provided a blueprint for federal organisations in which the central function coordinates, in influences, advises and suggests. ¬This is not, he pointed out, another word for decentralisation. The second emergent structure identified by Handy was the “federal” organisation. More than simply hired hands, in Handy’s model, these workers have to be sufficiently close to the organisation to feel a sense of commitment, which ensures that their work – although part-time or intermittent – is carried out to a high standard. The third leaf includes the flexible labour force. These individuals operate within the broad framework set down by the core, but have a high level of discretionary decision-making power to complete projects or deliver contacts. The second leaf consists of the contractual fringe – individuals or other organisations – and may include people who once worked for the organisation but now provide it with services. These people are likely to be highly trained professionals who make up the senior management. In Handy’s analogy, the top leaf of the shamrock represents the core staff of the organisation. This model and variations of it are often used to explain the move to outsourcing non-core functions. The shamrock organisation describes a type of organisational structure with three parts, or leaves: “A form of organisation based around a core of essential executives and workers supported by outside contractors and part-time help” These were the type of organisation most readily associated with service industries.įirst and most famously was Handy’s “shamrock” organisation. He anticipated that certain forms of organisation would become dominant. The British management thinker Charles Handy has been one of the most respected participants in this debate. Throughout the last 30 years, the organisational structure most appropriate for the future has been widely discussed. What is the best way to organise a company? From the shamrock to the Triple I, Charles Handy has led the debate. ![]()
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