Mintzberg and Van der Heyden (1999) identified and drew four organigraphs on grounds of principle for managerial work: set, chain, hub and web, and with an interest to depict how companies really work. The idea was to reflect the ways people organise themselves at work. They stated that organigraphs are more than pictures; they are maps that give overview. “Unlike the org chart with its strict rules of arrangement, an organigraph requires managers to create a customized picture of their company, something that involves imagination and an open mind” (p. 90).
Published in Chapter:
Uncover the Hidden Relationships of Work: A Visualisation Tool to Support Informed Change Decisions
Peter E. Johansson (School of Innovation, Design, and Engineering, Mälardalen University, Sweden), Marianne Döös (Department of Education, Stockholm University, Sweden), and Tomas Backström (School of Innovation, Design, and Engineering, Mälardalen University, Sweden)
Copyright: © 2021
|Pages: 26
DOI: 10.4018/978-1-7998-4861-5.ch010
Abstract
This chapter aims to explore the possibilities of visualising work-integrated competence networks—here referred to as relatonics—and contribute to the understanding of how to support efforts of organising change. The competence-generating processes of an organisation are problematic in that they are largely hidden in the midst of everyday practice. If not receiving adequate attention, there is the risk of conducting too frequent, disruptive, and unhealthy reorganisations. This strengthens the reason why visualisations of relatonics are of value. The demarcation line between what is hidden, and what is not, is relocated through the use of visualisations of relatonics. A conclusion is that images representing relatonics can be utilised to support informed change decisions.