Organization as an Object of Change

There is an understanding in the scientific community and business circles that the pace of change has never been as high as it is now, and organizational changes affect all organizations in all sectors of the economy. Change management involves creating appropriate representations of the organization as an object of change – hence the relevance of examining the conceptual models of organization.

Aim. The presented study aims to examine the development and evolution of the conceptual models of organization in management theory and practice, with the definition of the type of organizational culture serving as a reflection of the dominant worldview that defines organizational management.

Tasks. The authors systematize the conceptual models of organization, identify features and trends in the development of the conceptual models of organization, propose an information processing model for the formation of organizational management that would substantiate the diversity of the conceptual models of organization.

Methods. This study uses general scientific methods of cognition and analysis of scientific works of foreign and Russian authors on management.

Results. The conceptual models of organization are examined, and the type of organizational culture characteristic of each model is identified. An information processing model for the formation of organizational management is proposed, substantiating the genesis of the diversity of the conceptual models of organization. The study shows that there is no single universal model of organization.

Conclusions. The concepts of “human-oriented” organizations are developing within the framework of the “entity – management entity” paradigm. The essence of “human-oriented” organizations is reflected in the following conceptual models: the learning organization (P. Senge, M. Pedler, J. Burgoyne, T. Boydell), the requisite organization (E. Jaques), the horizontal organization (F. Ostroff), the biological organization (F. Gouillart, J. Kelly), the yellow organization (C. Graves, D. Beck, C. Cowan), the green organization (C. Graves, D. Beck, C. Cowan, F. Laloux), the teal organization (C. Graves, D. Beck, C. Cowan, F. Laloux). Each organization creates its own organizational model and the corresponding organizational type of management of joint activities based on its history, cultural environment, and worldview of the organization’s members. The developed conceptual models of organization emphasize the transformative role of the organization’s members and the influence of transformative rather than reproductive processes.

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