SIST - Models of HRM

Vertical Structure

A traditional organizational design characterized by a tall hierarchy, clearly defined authority levels, and a chain of command flowing from top to bottom (emphasizes control and stability).

Vertical and Horizontal Structure

A design that combines the traditional vertical hierarchy (for authority and control) with horizontal linkages (for coordination and communication across functions), such as found in a Matrix Structure.

Open Boundary Structure

An organizational design that is highly flexible and fluid, where the boundaries between the organization and its external environment (and between internal departments) are blurred or permeable (e.g., Network or Virtual organizations).

Simple Structure

A structure typical of small organizations (like a startup) that has low complexity, little formalization, and a centralized authority, usually the owner or founder.

Divisionalized Form

A structure where the organization is divided into separate, self-contained units (divisions) based on products, services, customers, or geographic regions. Each division operates somewhat autonomously.

Professional Bureaucracy

A structure found in organizations where highly skilled professionals (e.g., universities, hospitals, law firms) perform the core work. It is characterized by decentralized decision-making and standardization of skills (often through professional training).

Machine Bureaucracy

A structure characterized by high complexity, high formalization, and centralized authority. It relies on standardized work processes and rules to achieve efficient, routine output (common in large manufacturing or government offices).

Adhocracy

A highly flexible and adaptable structure with low formalization, decentralized power, and fluid assignments, designed for rapid innovation and handling complex, non-routine projects (often seen in high-tech or consulting firms).

Business Partner Model

A decentralized model (popularized by David Ulrich) where HR professionals work directly with business unit leaders (as partners) to deliver strategic HR solutions, becoming highly specialized in that unit's needs.

Functional Model

A traditional, centralized model where HR is organized into specialized departments (e.g., compensation, staffing, benefits) that deliver services across the entire organization.

Front-back Delivery Model

A model that separates HR services into two tiers: the "Front" (client-facing HR Business Partners) and the "Back" (centralized HR centers of expertise or shared services for transactional work).

Hub-and-Spoke Model

A highly effective modern model where a central HR team (the Hub) provides strategic guidance and support, while HR generalists embedded in the business (the Spokes) handle local, tactical issues.

Federated Model

A highly flexible model where the HR function is loosely connected and highly decentralized. Each business unit or division has significant autonomy over its own HR practices, often sharing only a few core services from a small corporate HR team.