Structures

The view that systems function as wholes and that their functioning cannot be fully understood solely in terms of their component parts

Control, accountability, influence, support

Collaboration, Mutual respect, Integrity, Organisation-centric: All for one, one for all!, Client-centric: Dedicated to making our clients successful!, Trust and safety, professional excellence

Strategic action planning, Programme Management and oversight, culture and communications, organisation change, business process evaluation, economic and financial analysis, information security management, technology studies and assessments, requirements management

planning, organizing, staffing, directing/leading, controlling

To do the right things and to do the things right

organisations are goal-oriented, organisations are social systems, organisations have structures

design when there is a compelling reason, consider (all) options, choose the right time to design, look for clues that things are out of alignment, remain alert to future developments

emotions disturb task completion, rational choices, coordination by instruction, hierarchy and delegation, efficiency by rule following, higher productivity through specialisation, employees have to be controlled, financial benefits as only source of motivation, future can be planned and predicted

work specialisation, departmentalisation, chain of command, span of control, centralisation and decentralisation, formalisation

Organisational culture is concerned with how employees perceive the cultural characteristics of an organisation, and not with whether they like them.