This paper describes the development of an operations management model and its implementation in a simulation mode in order to study the effects of alternative organizational designs and person/work assignment criteria on the utilization of the technological and human resources of a firm. The model treats personnel, technology, and organizational structure as simultaneous decision variables. This is in contrast to much of the current research and practice in organization design where one or two of these inputs are assumed fixed and the focus is on modifying the remaining inputs. The model explores the impact of the congruence or consistency among the three above variables on work system outcomes, thereby utilizing a contingency approach to the design and analysis of work settings. The model was implemented in a computer simulation mode in the context of a hypothetical firm to examine its utility as a resource planning tool. The results support the reasonableness of the framework and also provide insights into the behavior of productive systems that were not originally anticipated. In order to operationalize the model, it was necessary to define explicitly many relationships among the constructs that have been explored only tentatively before, if at all. By attempting to synthesize current organizational behavior and behavioral science literature into causal chains, necessary areas for future research became manifest that might not have been recognized otherwise. The paper concludes with a discussion of the value, limitations, and relevance of this approach to the study and design of work systems.
