The way we design Org must solve this dilemma. The one supplies humans and the other assets. Yet, the two are about 75% similar and they have the same purpose. Each holds their own policies and procedures, etc. E.g., supply chain has a process for procurement, whilst HR has one for recruitment. The effect of not doing this is that we often duplicate similar processes under different authority structures. The aim of an orgnogram must always be to optimise activity flow. They all share the purpose of creating reciprocity between Org and its stakeholders. In so, employee relations have a lot in common with stakeholder and customer relations. They all have the purpose of sourcing resources to the organisation. Recruitment, for instance, has a lot in common with budgeting and procurement. In fact, they have more in common with other organisational processes than with each other. An AI system will find this inefficient since these processes do not have the same purpose. In this traditional way, we cluster resources according to an area of knowledge. This includes recruitment, performance, training, payroll, discipline, employee relations, etc. The Human Resources Department is a good example. Not only regarding resources, but also in terms of process flow. We cannot assume that people who hold similar knowledge, will be meaningful to the same process flow. Here our task is to first understand the flow of activity before we add resources and authority. To create an organogram from an orgtology perspective differs from traditional methods.
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