Organizational Theory 1
Terms
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- Structural dimension / Specialization
- Degree organization tasks subdivided into separate jobs = same as division of labor
- learning organization
- promotes communication and collaboration so that everyone is engaged in identifying and solving problems; based on equality, open information,little hierarchy and a culture that encourages adaptability and participation. Essential value is problem-solving vice efficient performance
- open system
- (1)must interact with environment to survive (2)must continually change (3)mgr must recognize busiess is part of complex, interconnected whole
- Importance of Organizations
- (1) bring together resources to achieve goals (2)produce goods and svcs efficiently (3)facilitate innovation (4) use modern manufacturing and computer based tech (5)adapt and influence changing enviroment (6)create value for owners,customers, employees (7) accommodate challenges of diversity, ethics, motiviation & coord of employees
- Scientific Management
- Frederick Winslow Taylor = decisions about organizations and job designs should be based on precise, scientific study of individual situations; mgrs dev precise standard procedure, select works with ability, provide wage incentive to increase output
- Role
- Part of dynamic social system; has discretion and responsibility; may be changing; few rules or procedures
- Contextual dimension
- characterizes whole organization --size, technology, environment and goals; describes organizational setting that influences and shapes structural dimensions; represent both organizational and environment; set of overlapping elements beneath structure and processes
- Organizations
- (1) social entities (2)goal directed (3)designed as deliberately structured & coordinated activity systems (4)linked to external environment
- Contextual dimension / culture
- Underlying et of key values, beliefs, understandings, norms shared by employees. Unwritten but observable in stories, slogans, ceremonies, dress, office layout.
- Rigid to Adaptive culture
- Learning org. culture encourages openess,equality, continuous improvement and change; symbols that illustrate differences disappear
- Technical core
- People who do basic work, produces the product service out, production depart in manufacturing;teachers; medical services
- Vertical to Horizontal Structure
- Learning organization vertical hierarchy is flattened; doesn't allow for quick reaction
- Structural dimensionn /professionalism
- level of formal education/training
- Competitive to Collaborative
- Learning organizational not top down but all share in identifying needs and solutions; strategy comes from partnership with suppliers, customers and competitors
- Structural dimension/ Personnel rations
- Deployment of people to various funcions; admin ratio, clerical ration. Meausred by dividing the number of employees in a classification by the total number of organizational employees
- Contingency
- one thing depends on other things, for organizations to fit there must be a goodness of fit between their structure and conditions in their external environment. There is not one best way. It denpends. The correct management approach is contingent on the organization's situation.
- Contextual dimension / Organizational technology
- Tools, techniques, actions to transform inputs to outputs
- Task
- Narrowly defined piece of work assigned to a person. Employees expected to do as they are told.
- closed system
- (1)not depend on environment (2)autonomous (3) true closed system does not exist (4) early mgt concepts = scientific mgt, leadership style, industrial engr = took environment for granted (5) primary mgt issue to run things efficiently
- organizational behavior
- micro approach to organizations; examines concepts such as motivation, leadership style; concerned with cognitive and emotional differences among people within organizations
- Organizational dimension
- (1) structural dimension (2)contextual dimension
- Formal Control to shared information
- In learning org; knowledge is shared, keeping organizations functioning at an optimum level. Learning org strives to return to small firm; mgrs try to open channels of information
- Contextual dimension / environment
- All elements outside of the organization = industry, government, customers, suppliers, financial community other organizations.
- Routine task to empowered roles
- shift in degree of formal structure and control
- Contextual dimension / Size
- Number of people in organization
- Structural dimension /Formalization
- written documents in organization: procedures, job description, regs policies
- paradigm
- shared mindset that represents a fundamental way of perceiving, conceptualizing and understanding the world.
- Management
- Directs and coordinates other parts of organization: (1) top mgt provides direction, strategy, goals and policies (2) middle mgt provides implementation and coordination at departmental level
- system
- (1) set of interacting elements (2) acquires input from environment (3) transforms them (4)discharges output to external environment
- Organization theory
- macro examination of organizations; analyzes whole organization as a unit; sociology at organizations vice organiz behavior which is psychology of organization; more concerned with upper management vice lower management; concerned with big picture and major departments
- Administrative Principles
- design and functioning of the organization as a whole - contributed to dev of bureaucratic organizations as a whole
- level of analysis
- (1) human being (2)group or dept (3)organization itself (4) interorganizational set/community
- Mintzberg
- every organization has 5 parts (1) technical core (2) technical support (3) admin support (4)top mgt (5)middle mgt
- subsystem
- (1) perform specific functtions required for organizational survival -- prduction, boundary spanning, maint, adaptation, mgt (2) produces product/service output (3) responsible for exchanges with external environment (4) purchsing supplies, mkting
- Structural dimension/Centralization
- Refers to hierarchical level that has authority ot make decision;lower level = decentralized; higher level = centralized
- Technical support
- Helps organization adapt to environment. Engr/researchers scan environment for problems, opportunities, tech dev -- creates innovations, helps organizations to change and adapt
- Administration Support
- Responsible for smooth operation and upkeep of organization; physical and human elements, maintenance of bldgs, service and repair of machines
- Contextual dimension / goals and strategy
- purpose and competitive techniques setting org apart from other orgs; define scope of operations and relationship with employees, customers and competitors
- Classical Organization Perspective
- make organizations run like efficient machines, associated with dev of hierarchy and bureaucratic organizatins; remain basis for much of modern mgt theory and practice. Subfields - scientific mgt and admin principles
- Structural dimension / Hierarchy of Authority
- Who reports to whom: related to) span of control (number of employees reporting to supervisor
- Structural dimension
- provide labels to describe internal characteristics that create a basis for measuring and comparing organizations