Organization management using the senate model

An organization can be assessed according to two independent criteria:

• its effectiveness, linked to the measurement of a gap between the goal it sets itself and the results of the actions it decides to take;

• its efficiency, linked to the economy of the means it uses to achieve its goal.

The implementation of a quality plan and the quest for zero defects are steps aimed at improving efficiency.

The introduction of budgetary control is designed to monitor and even improve efficiency.

The aim of this dossier is to propose a principle of organization modeling that can be used to improve the effectiveness and efficiency of any organization, and more generally to manage it.

The particularity of the senary model will enable us to define a measure of efficiency that is no longer based on the study of monetary flows, but on the work frequencies of the different hierarchical levels of a structured organization. In this way, we will be able to study non-profit organizations, such as government departments, and the dysfunctions that are grouped together under the term "bureaucracy".

To do this, we will take the following approach:

1. Based on the principle that any action is always undertaken, either with a view to achieving a result, or in response to an external stimulus, we are interested in modeling actions with feedback.

We will model the elementary situation of two actors face to face, so that our model can take into account all the forms of transactions that may take place between them.

This situation, when the rules of the game do not evolve, constitutes what can be defined as the players' "present".

We'll call the analyses that can be made using this simple model "synchronic analyses".

Next, we'll take into account the environment of the players involved.

Step by step, we'll build a model with several "synchronic levels", on the assumption that our elementary model can represent any level of any organization (we could call this a "fractal" model).

We call this "diachronic analysis".

Together, these two analyses enable us to characterize the structure of an organization.

2. Once we've checked that we can use just one type...