▁Te h ran <0x0A> </s> ▁A ▁term ▁created ▁by ▁Tom ▁Burn s ▁and ▁G . M . ▁St alk er ▁in ▁the ▁late ▁ 1 9 5 0 s , ▁organ ic ▁organizations , ▁unlike ▁mechan istic ▁organizations ▁( also ▁co ined ▁by ▁Burn s ▁and ▁St alk er ), ▁are ▁flexible ▁and ▁value ▁external ▁knowledge . ▁ ▁The ▁theories ▁of ▁Burn s ▁and ▁St alk er ▁impact ed ▁the ▁field ▁of ▁organization ▁theory , ▁with ▁their ▁study ▁of ▁management ▁and ▁structure ▁of ▁Scottish ▁electron ics ▁fir ms . ▁In ▁their ▁writing ▁contrast ing ▁mechan istic ▁and ▁organ ism ic ▁structures , ▁they ▁out lined ▁the ▁differences ▁between ▁the ▁two ▁types . ▁ ▁Also ▁called ▁organ ism ic ▁organization , ▁this ▁form ▁of ▁organiz ational ▁structure ▁was ▁widely ▁sought ▁and ▁proposed , ▁but ▁difficult ▁to ▁prove ▁it ▁exists . ▁As ▁opposed ▁to ▁the ▁mechan istic ▁organization , ▁it ▁has ▁the ▁least ▁hierarchy ▁and ▁special ization ▁of ▁functions . ▁For ▁an ▁organization ▁to ▁be ▁organ ic , ▁the ▁participants ▁or ▁workers ▁should ▁have ▁equal ▁levels , ▁with ▁no ▁job ▁descri ptions ▁or ▁class ifications , ▁and ▁communication ▁should ▁have ▁a ▁hub - network - like ▁form . ▁Organ ic ▁organisation ▁th riv es ▁on ▁the ▁power ▁of ▁personal ities ▁and ▁relationships , ▁lack ▁of ▁rig id ▁procedures ▁and ▁communication , ▁and ▁can ▁react ▁quickly ▁and ▁easily ▁to ▁changes ▁in ▁the ▁environment , ▁thus ▁it ▁is ▁said ▁to ▁be ▁the ▁most ▁adapt ive ▁form ▁of ▁organization . ▁Dec isions ▁arise ▁from ▁the ▁needs ▁felt ▁by