​“In a bureaucracy and a meritocracy, emotions are seen as negatives or irrational,
while an adhocracy thrives on positive and personal engagement”
— Julian Birkinshaw & Jonas Ridderstrale
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​By William Ballard
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In our last article, we talked about the management model known as meritocracy and how it favors competence and intelligence over position or title -- as well as over the emotional element.

In this article we are going to talk about the third management model known as an adhocracy, which is a management model that doesn’t strive to favor one component over another, but rather, does its best to fill the gaps that the other models leave open.
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By William Ballard

In last article we talked about the management model known as bureaucracy and how it favors position over competence, and even over the emotional driving factor of an organization.

This week we are going to talk about the second management model known as meritocracy, which tends to favor competence and intelligence over position, and that of the emotional element.
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​By William Ballard
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​Anyone who has ever been in some type of leadership role knows that there is more to managing subordinates than just barking orders and telling people what to do.

In fact, every organization operates under four primary components or elements: Position, Knowledge (or competency), action, and emotion.

For example, the Army’s leadership approach is based on their core principles of “Be, Know, Do.” Be refers to character development and position. Know refers to competency, skill, and expertise. Do refers to action or behavior.

In order to manage an organization or department effectively, it’s important to emphasize each of these four components at various times. Let us look at how these four components compare to management at the individual level, and to the organizational level.
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