The old paradigm speaks to only the most mechanical aspects of how organizations operate, those activities that must be repeated in a standardized way. In the mechanical sphere of operations change and creativity threaten efficiency. When an organization is led as though it were a machine, people come to be treated as parts of machines- mindless extensions of impersonal processes. When that happens, what is desperately undeveloped is commitment, creativity and a great deal of latent potential. Job descriptions are long, detailed and constraining.
Job descriptions are intentionally broad-based to allow for flexibility.
Within limits, people are expected to substitute for one another. The organizational structure is bureaucratic and fragmented into many departments. The structures are more fluid and of shorter duration. Changes in design are aimed at enhancing flexibility and responsiveness. Greater influence is accorded people who demonstrate ability to add value.