An essay on RESEARCH DEVELOPMENT ORGANIZATIONAL STRUCTURES submitted to the Faculty of Research Development and Management, University of the Philippines Open University, 2005.
Original Title
RESEARCH AND RED TAPE: MAKING THE BUREAUCRACY WORK
An essay on RESEARCH DEVELOPMENT ORGANIZATIONAL STRUCTURES submitted to the Faculty of Research Development and Management, University of the Philippines Open University, 2005.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as DOCX, PDF, TXT or read online from Scribd
An essay on RESEARCH DEVELOPMENT ORGANIZATIONAL STRUCTURES submitted to the Faculty of Research Development and Management, University of the Philippines Open University, 2005.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as DOCX, PDF, TXT or read online from Scribd
STRUCTURES submitted to the Faculty of Research Development and Management, University of the Philippines Open University, 2005. (Image courtesy of blog.wired.com)
From what was emphasized in the RDM Reader “Systems Analysis of
Research Organization” by J.C. Reyes and G. L. Tala, an effective research organization follows a development bureaucracy set-up. To be workable, an RDO should provide an internal organizational climate that is conducive to proliferation of creative energies while maintaining a level of bureaucracy. In which case, an RDO is better presented in a matrix structure showing a clear relationship among departments, divisions or sections and their functions during the research process.
As loose-structured organizations, those executing a particular task
(personnel) have more freedom during the research process, allowing flexibility and avoidance of rules or protocol that might impede the flow of “creative juices” and consequently, hinder the assigned personnel or the research organization as a whole to produce required outputs. Also, being informal in structure, research organizations could easily influence or affect the action of others. For example, it could request support personnel from other departments, if necessary to perform particular functions based on their personal attributes. RDOs must also show a division of function in its structure, with each department functional, ready to act as support system for the completion of a research project.
In the real world where bureaucracy is characterized by red-tape and
corruption, employing these variations in the structure of research organizations could be quite impossible. It could be possible only if the people who are implementing the system stop acting “crazy” and authority-conscious but rather client-oriented, dynamic, flexible and facilitative.
There is no other best organizational structure but the bureaucracy.
Bureaucracy is the only structure which follows a set of rules and principles and accountability of the person (including the red tapes and other but connotation). But whether it should be loose or close, normative or personal, formal or informal, even democratic or not will depend on the organizational culture and the management style of the one in-charge of the organization. The kind of organizational structure also depends on the nature and purpose of its existence. As part of the functions of management, organizing must conform to the mission, vision and goal of the organization. Careful planning must be done because once the structure is established it is very hard to change or replace it.