CONTEXT FOR ORGANIZATION THEORY

PUA 713 DR. SPRINGER FALL 2005

INSIDE FORCES ON A PUBLIC AGENCY MANAGER

MORALE EMPLOYEE/UNION DEMANDS BUDGET CONSTRAINTS

HEAD OR MANAGER

HEAD OR MANAGER PROFESSIONAL ASSOCIATIONS.

DEMANDS OF UNITS NEED TO MAINTAIN OR INCREASE PRODUCTIVITY

THE POLITICAL & CULTURAL ENVIRONMENT OF PUBLIC POLICY & IT’S ADMINISTRATION

 WHAT IS PUBLIC POLICY –

Public Policymaking in a Republic

–

Executive Powers

•

The Restricted View

–

Wm. Taft and Strict Constructionism

•

The Prerogative Theory

–

John Locke and Executive Privilege

•

The Stewardship Theory

–

T. Roosevelt and Actions in the Public Interest

THE POLITICAL & CULTURAL ENVIRONMENT OF PUBLIC POLICY & ITS ADMINISTRATION



THE POLICY MAKING PROGRESS

–

Agenda Setting

• •

Process of ideas bubbling up for consideration Anthony Downs Phase – Preproblem, Alarmed Discovery, Recognition, Decline of Public Interest, Post Problem

– –

Decision Making

• •

Rational Intelligence, Recommending, Prescribing, Invoking, Application, Appraisal, and Terminating Phases Implementation – small decisions at the margin

•

Seven Reasons for Incrementalism

– –

Evaluation Feedback

RATIONAL ACCORDING TO HERMAN SIMON 1958



MAKING OPTIMAL CHOICES IN HIGHLY SPECIFIED ENVIRONMENT

– IDENTIFYING ALTERNATIVES A GIVEN – CONSEQUENCES FOR EACH • CERTAINTY, RISK, AND UNCERTAINTY – DECISIONMAKER CAN RANK CHOICES BASED UPON CONSEQUENCES – GOOD SELECTION POSSIBLE – MINIMAX RISK=MAXIMUM BENEFIT AND MINIMUM CONSEQUENCE

THE POLITICAL & CULTURAL ENVIRONMENT OF PUBLIC POLICY & ITS ADMINISTRATION

 POWER--THE EXTERNAL PERSPECTIVE –

Pluralism

•

Assuming the shifting of power within a democracy

–

Group Theory

•

Madison – Federalist Paper #10

•

Interest Groups Will Be Heard and Can Be Managed

– –

Organizational Goals Internal Power Relationships

THE POLITICAL & CULTURAL ENVIRONMENT OF PUBLIC POLICY & ITS ADMINISTRATION

 THE CULTURES OF PUBLIC ADMINISTRATION –

The Outside Cultural Environment

–

The Inside Cultural Environment

–

Professional Socialization

–

Symbolic Management

THE EVOLUTION OF ORGANIZATIONAL AND MANAGEMENT THEORY

From Moses Meets a Management Consultant to New Public Management

A CHRONOLOGY

   

400 B.C. SOCRATES – MGT IS AN ART UNTO ITSELF 360 B.C. ARISTOTLE – CULTURAL CONTEXT 1776 ADAM SMITH – OPTIMAL ORGANIZATION OF PIN FACTOR 1813 ROBERT OWEN – EMPLOYEES ARE VITAL MACHINES

 

1910 LOUIS BRANDEIS AND FREDERICK TAYLOR - SCIENTIFIC MANAGEMENT 1922 MAX WEBER –BUREAUCRACY AS A STRUCTURE

A CHRONOLOGY

      

1937 GULICK’S POSDCORB 1940 MERTON AND THE DYSFUNCTIONS OF BUREAUCRACY 1946 SIMON ATTACKS THE PRINCIPLES APPROACH 1948 WALDO ATTACKS THE GOSPEL OF EFFICIENCY 1949 SELNICK AND TVA’S COOPTATION 1954 DRUCKER AND MANAGEMENT BY OBJECTIVES 1957 ARGYRIS AND THE CONFLICT BETWEEN PERSONALITY AND THE ORGANIZATION

A CHRONOLOGY

       

1961 THOMPSON FINDS DYSFUNCTION DUE TO ABILITY VS AUTHORITY 1962 PRESTHUS’ UPWARDMOBILES, INDIFFERENTS AND AMBIVALENTS 1964 AN ORGANIZATION THAT CANNOT LEARN FROM ERRORS CROZIER – BUREAUCRACY AS 1966 BENNIS PROCLAIMS DEATH TO BUREAUCRATIC INSTITUTIONS 1968 HERZBERG – MOTIVATORS, SATISFIERS AND HYGIENE FACTORS 1972 CLEVELAND – CONTINUOUS IMPROVISATION IS REQUIRED 1976 GAMESMAN MACCOBY AND THE 1981 PFEFFER – POWER IN ORGANIZATIONS

A CHRONOLOGY

      

1983 ROSABETH MOSS KANTER AND THE CHANGEMASTER 1988 ZUBOFF AND THE AGE OF THE SMART MACHINE 1990 ARTIFACTS GAGLIARDI AND SYMBOLS AND 1992 OSBORNE AND GAEBLER RE INVENT GOVERNMENT 1997 BEYOND VIRTUAL ORGANIZATIONS AND 2000 SNOOK ANALYZES SYSTEMIC BREAKDOWN IN FRIENDLY FIRE 2002 PERROW AND ORGANIZING AMERICA: WEALTH, POWER AND ORIGINS OF CORPORATE CAPITALISM

MOSES CREATES FIRST BUREAUCRACY

 JETHRO – INSTEAD OF COUNSELING EVERYONE – TEACHING ORDINANCES AND LAWS SO THEY FIND THEIR OWN WAY USING BASIC PRINCIPLES  HAVING TO DEAL WITH ONLY THE HARD CHOICES

EIGHT DEFINITIONS OF ORGANIZATION

 WEBER –

OBEY ORDERS

 WALDO –

STRUCTURE OF INTER-RELATIONS

 BARNARD –

CONSCIOUSLY COORDINATED ACTIVITIES

 SELZNICK –

STRUCTURAL EXPRESSION OF RATIONAL ACTION

EIGHT DEFINITIONS OF ORGANIZATION

 KATZ AND KAHN –

ENERGETIC AND INTERDEPENDENT INPUTS OUTPUTS

 SILVERMAN –

SOCIAL INSTITUTIONS WITH SPECIAL CHARACTERISTICS AND LEGITIMACY

 COHEN, MARCH, OLSEN –

COLLECTION OF ISSUES LOOKING FOR RESOLUTION AND DECISION MAKERS LOOKING FOR WORK

BRINGING THEORIES INTO PERSPECTIVE

 DOMINANT METAPHORS  PRIMARY UNITS OF ANALYSIS  RELATION OF INDIVIDUAL TO ORG.

 MEANING OF RATIONALITY   PRIMARY VALUES EMBODIES IN THEORITICAL PERSPECTIVES “GENERIC” NO DIFFERENCE BETWEEN PUBLIC AND PRIVATE SECTOR THEORIES???

THREE ARENAS OF PUBLIC ORGANIZATION



INTER-ORGANIZATIONAL

–

PUBLIC ADMINISTRATOR ACTS AS AGENT



INTRA-ORGANIZATIONAL

–

PUBLIC ADMINISTRATOR HAS A PLACE IN THE ORGANIZATION



ORGANIZATION TO INDIVIDUAL

–

INTERACTIONS WITH INDIVIDUALS INSIDE AND OUTSIDE AND DISCRETION

BUREAUCRACY ACCORDING TO MAX WEBER

 1. FIXED AND OFFICIAL JURISDICTIONAL AREAS DEFINED BY REGULATIONS  2. AUTHORITY AND SUPERVISION  3. WRITTEN AND PRESERVED FILES  4. EXPERT TRAINING IS ASSUMED  5. OFFICIAL ACTIVITY DEMANDS AND RECEIVES FULL CAPACITY  6. MANAGEMENT FOLLOWS STABLE, COMPLETE AND UNDERSTANDABLE RULES

POSTURE OF THE OFFICIAL ACCORDING TO WEBER



OFFICE HOLDING IS A VOCATION



SOCIAL ESTEEM



APPOINTED BY LEGITIMATE AUTHORITY



TENURE FOR LIFE



COMPENSATION AND PENSION



SET FOR A CAREER WITHIN HIERARCHY OF PUBLIC SERVICE

THE EVOLUTION OF MANAGEMENT & ORGANIZATION THEORY



THE ORGINS OF PUBLIC MANAGEMENT

– – – – –

The Continuing Influence of Ancient Rome The Military Heritage of Public Administration Comparing Military & Civilian Principles The Principles Approach The Cross-Fertilization of Military & Civilian Management

–

THE EVOLUTION OF MANAGEMENT & ORGANIZATION THEORY



Key Concepts

–

Merit system

–

Public Works

–

Police

–

Commander in Chief

–

Span of Control

–

Unity of Command

THE EVOLUTION OF MANAGEMENT & ORGANIZATION THEORY



WHAT IS ORGANIZATION THEORY?

–

Classical Organization Theory

• • • •

Production related and economic goals Systematic Organization Division of Labor People Act Rationally

–

Adam Smith and the Pin Factory

•

Laissez-faire capitalism

THE EVOLUTION OF MANAGEMENT & ORGANIZATION THEORY



THE ORGINS OF SCIENTIFIC MANAGEMENT

–

Frederick W. Taylor

• • • •

Time and Motion, Measuring Management Worker Development Worker Cooperation Division of Work

–

Fayol’s General Theory of Management

•

Six Principles – technical, commercial, financial, security, accounting, management

FREDERICK TAYLOR

PRINCIPLES OF SCIENTIFIC MGT

.

DECEMBER, 1916

 RESTRICTING WORKER OUTPUT HURTS THE WORKER  PRACTICE PRECEDES THEORY  GOODWILL IS CREATED AMONG WORKERS  WORKERS ASSUME NEW BURDENS VOLUNTARILY  THE SCIENCE OF SHOVELING AT BETHLEHEM STEEL  COSTS MONEY AND JUSTIFIES PROFIT  MR. BARTH INCREASING WORK 2-3 TIMES THROUGH ANALYSIS

FREDERICK TAYLOR

PRINCIPLES OF SCIENTIFIC MGT

.

DECEMBER, 1916

    1ST PRINCIPLE: LEARNING THE SCIENCE OF WORK BY STUDYING MOTION AND TIME ON THE JOB 2 ND PRINCIPLE – SELECT AND DEVELOP WORKMEN 3 RD PRINCIPLE – BRINGING SCIENCE TOGETHER WITH TRAINED WORKERS 4 TH PRINCIPLE – DIVIDING WORK BETWEEN WORKERS AND MGT.

FAYOL’S PRINCIPLES OF MANAGEMENT



DIVISION OF WORK



AUTHORITY AND RESPONSIBILITY



DISCIPLINE



UNIT OF COMMAND



UNITY OF DIRECTION



SUBORDINATION OF INDIVIDUAL TO GENERAL INTEREST



REMUNERATION OF PERSONNEL



CENTRALIZATION

FAYOL’S PRINCIPLES OF MANAGEMENT

 CLEAR LINE OF AUTHORITY  ORDER  EUITY  STABILITY OF TENURE OF PERSONNEL  INITIATIVE  ESPRIT DE CORPS

THE EVOLUTION OF MANAGEMENT & ORGANIZATION THEORY

•

THE PERIOD OF ORTHODOXY- between the wars

•

Paul Appleby’s Polemic

–

Govt is different because Govt is Politics

•

Luther Gulick’s POSDCORB

POSDCORB AS AN ORGANIZING PHILOSPHY

 PRIMARY ACTIVITIES OF THE EXECUTIVE  CONSEQUENCE: – EMPHACIZING MEANS OF ADMINISTRATION NOT PURPOSE – DICHOTOMY BETWEEN POLITICS AND ADMINISTRATION – EFFICIENCY OF WORK IS IMPORTANT THRU DIVISION OF LABOR

POSDCORB AS AN ORGANIZING PHILOSPHY



PLANNING



ORGANIZING



STAFFING



DIRECTING



COORDINATING



REPORTING



BUDGETING

FOUR VIEWS OF ORGANIZATION 

MACRO LEVEL DETERMINISTIC NATURAL SELECTION VOLUNTARISTIC COLLECTIVE ACTION VIEW SYSTEM STRUCTURAL VIEW STRATEGIC CHOICE MICRO LEVEL

       

FOUR BUREAUCRATIC POSTURES TOWARD A COMPOSITE APPROACH

APPROACH FORM SCOPE COVERAGE

MOTIVE OR VALUES

ORIGINS

NET IMPACT ON PUBLIC INTEREST NET IMPACT ON PERFORMANCE



WEBERIAN OR RESPONSIBLE



REPRESENTATIVE

 

PUBLIC SERVICE PUBLIC CHOICE

ADMINISTRATIVE

    

DECISION-MAKING

DECISION MAKING: CHOICES EFFICIENCY VS. EFFECTIVENESS PRODUCTIVITY –

WEBER

– LEGAL/RATIONAL (INSTRUMENTAL) AUTHORITY RIGHTS AND THE ADEQUACY OF PROCESS – PUBLIC WELFARE ADMINISTRATORS AND THEIR CLIENTS REPRESENTATION AND CONTROL OF DISCRETION – ROLE OF MORAL OBLIGATION/CODES OF ETHICS

WHAT DOES PUBLIC ADMINISTRATION DEAL WITH?

 DECISIONS THAT – AFFECT PEOPLE’S LIVES – ARE MADE IN THE NAME OF THE PUBLIC – USE PUBLIC RESOURCES  TAME AND WICKED PROBLEMS  PERSONAL VS. ORGANIZATIONAL ACTION

SYSTEM BETRAYED CASE

 DECISIONS MADE – POLICY – ADMINISTRATION – SORTING THROUGH INTERESTS – ACCOUNTING FOR CONSEQUENCES – JUSTIFYING ACTIONS  WHOSE TO BLAME?

FOUR QUESTIONS TO THINK ABOUT. . .



WHAT IS THE PUBLIC ADMINISTRATION FRAMEWORK?



WHAT ARE THE THEORIES THAT APPLY TO ORGANIZATIONAL BEHAVIOR?



HOW WOULD YOU DEFINE ORGANIZATIONAL THEORY?



COMPARE AND CONTRAST CLASSICAL AND NEOCLASSICAL APPROACHES TO ORGANIZATIONAL BEHAVIOR

MOVING FROM CLASSICAL ON. . .

       INDUSTRIAL REVOLUTION – EFFICIENCY AND EFFECTIVENESS ORGANIZATION BY DECISION SETS ORGANIZATIONS AS PURPOSIVE ENTITIES INTEGRATING INDIVIDUALS ORGANIZING AS REVEALED SELF INTEREST ORGANIZING AS SOCIAL ACTION OGANIZING AS DISCOVERED RATIONALITY

SUPERINTENDENT’S REPORT



1856 – ERIE RAILROAD COMPANY SETTLED PRINCIPLES



DIVISION OF RESPONSIBILITIES



POWER TO CARRY OUT



MEANS OF MEASUREMENT



PROMPT REPORT OF ERRORS SO CORRECTED

 

DAILY REPORTS, CHECKS AND BALANCES ADOPTION OF SYSTEM TO ALLOW GENERAL SUPERINTENDENT TO DETECT AND CORRECT ERRORS IMMEDIATELY

THE ENGINEER AS AN ECONOMIST

 SEPARATE FROM THE AMERICAN SOCIETY OF MECHANICAL ENGINEERS  SHOP MANAGEMENT –

ORG. , RESPONSIBILITY, REPORTS, SYSTEMS OF WORK, EXECUTIVE MANAGEMENT

 SHOP ACCOUNTING –

TIME, WAGES, COSTS, BOOKKEEPING, EXPENSES, RECORDS OF RESULTS AND PROFITS

CLASSICAL SCHOOL 1930’S AND INFLUENTIAL TODAY

 1. ORGS EXIST TO ACCOMPLISH PRODUCTION RELATED GOALS  2. ONE BEST WAY TO ORGANIZE  3. PRODUCTION IS MAXIMIZED THROUGH SPECIALIZATION AND DIVISION OF LABOR  4. PEOPLE AND ORGANIZATIONS ACT IN ACCORDANCE WITH RATIONAL ECONOMIC PRINCIPLES

THE ECONOMY OF INCENTIVES CHESTER BARNARD - 1938

 

SPECIAL INDUCEMENTS FOR PRODUCTIVITY

–

MATERIAL

– – –

PERSONAL DEVELOPMENT WORKING CONDITIONS IDEAL BENEFACTIONS

•

SATISY PERSONAL IDEALS RELATED TO FUTURE AND ALTRUISM

–

ORGANIZATION ATTRACTIVENESS INCENTIVES DIFFER BY ORG. PURPOSE

– – –

INDUSTRIAL – PRODUCTION OF MATERIAL GOODS + LIMITED MATERIAL REWARDS POLITICAL – PERSONAL PRESTIGE/MATERIAL REWARDS IMPORTANT TO IDEAL BENEFACTIONS RELIGIOUS – FAITH/LOYALTY MADE POSSIBLE BY MATERIAL CONTRIBUTIONS

BUREAUCRATIC STRUCTURE AND PERSONALITY

ROBERT MERTON - 1957

 THE DYSFUNCTIONS OF BUREAUCRACY – SECRECY – OCCUPATIONAL PSYCHOSIS – OVERCONFORMITY – SECULAR AND SACRED DIVISION OF LABOR – DEPERSONALIZATION – DISCREPANCY BETWEEN IDEOLOGY AND FACT • SERVANTS OF THE PEOPLE?

– QUESTIONS TO BE ANSWERED • PRESTIGE SYMBOLS TO INNER CIRCLE?

THE EVOLUTION OF MANAGEMENT & ORGANIZATION THEORY



“MODERN” STRUCTURAL ORGANIZATION THEORY

–

Talcott-Parsons 1951

–

Social Systems vs. Political Organizations

–

Basic Assumptions

•

ORGANIZATIONS ARE RATIONAL

• • •

BEST STRUCTURES DIVISION OF LABOR PROBLEMS ARE STRUCTURAL

–

Mechanisms and Organic Systems

THE EVOLUTION OF MANAGEMENT & ORGANIZATION THEORY



NEOCLASSICAL ORGANIZATION THEORY- 1776 TO 1937



ORGANIZATIONS DO NOT EXIST AS ISLAND

–

Herbert Simon’s Influence

• •

SATISFICING BOUNDED RATIONALITY

–

The Impact of Sociology

•

SELZNIK – GOALS AND VALUES NOT NECESSARILY ALIGNED

•

OPENING UP ORGANIZATIONS

ORGANIZATIONS AS NON-RATIONAL INSTITUTIONS

SELSNICK - 1948

 ORGANIZATIONS AS ECONOMIES  ORGANIZATIONS AS ADAPTIVE SOCIAL SYSTEMS  STRUCTURAL-FUNCTIONAL ANALYSIS – SECURITY, STABILITY CONTINUITY, RECALCITRANCE, HOMOGENEITY OF OUTLOOK  CO-OPTATION – PROCESS OF ABSORBING NEW ELEMENTS AS A MEANS OF AVERTING THREATS

ORGANIZATIONS AS A COLLECTION OF BEHAVIORS

Cyert & March -1959

 COALITIONS – OBJECTIVES SET THRU BARGAINING, INTERNAL CONTROLS AND ADJUSTING TO EXPERIENCE – EXAMPLE: COMMITTEE AND PAINTING – PREDICTIVE THEORY • DEMANDS AND PROBLEMS FOR MEMBERS • TOOL TO CHANGE DEMAND OVER TIME • ATTENTION-FOCUS TOOL FOR DEMANDS • ATTENTION-FOCUS TOOL FOR PROBLEMS • DEMAND EVALUATION PROCEDURE • TOOL FOR CHOOSING AMONG VIABLE COALITIONS

THE EVOLUTION OF MANAGEMENT & ORGANIZATION THEORY



SYSTEMS THEORY

–

SYSTEMS ANALYSIS-RIGOROUS COLLECTION, MANIPULATION AND EVALUATION OF DATA TO MAKE GOOD DECISIONS

–

CYBERNETICS – ADAPTIVE SYSTEMS REQUIRING MULTI-DISCIPLINARY APPROACHES

–

THE LEARNING ORGANIZATION-PERSONAL MASTERY, MENTAL MODELS, SHARED VISION, TEAM LEARNING, SYSTEMS THINKING

THE EVOLUTION OF MANAGEMENT & ORGANIZATION THEORY



THE ORGINS OF PUBLIC MANAGEMENT

– – – – –

The Continuing Influence of Ancient Rome The Military Heritage of Public Administration Comparing Military & Civilian Principles The Principles Approach The Cross-Fertilization of Military & Civilian Management

NEO-CLASSICAL: ORGANIZATIONS AS DECISION SETS



FROM SYSTEM, HIERARCHY, STRUCTURE TO NEO-CLASSICAL:

–

HUMAN ANALYSIS

–

DECISIONMAKERS

–

SERIES OF CHOICES

–

RATIONAL LINKAGES

–

BOUNDED BY ORGANIZATIONAL PURPOSE

FAYOL’S FOURTEEN PRINCIPLES

 PRINCIPLES APPLY DIFFERENTLY IN DIFFERENT SITUATIONS  ADMINISTRATION: TO BRING A BETTER, ORDERED LIFE FOR THE ORGANIZATION AND THOSE WORKING IN IT – SUBORDINATION OF INDIVIDUAL INTERESTS TO COMMON GOOD – HIERARCHY – CENTRALIZATION – UNITY OF COMMAND AND MANAGEMENT

FAYOL’S PRINCIPLES OF MANAGEMENT-1916

       

DIVISION OF WORK AUTHORITY AND RESPONSIBILITY DISCIPLINE UNIT OF COMMAND UNITY OF DIRECTION SUBORDINATION OF INDIVIDUAL TO GENERAL INTEREST REMUNERATION OF PERSONNEL

–

JOB, PIECE, BONUSES, PROFIT SHARING, PAYMENT IN KIND, WELFARE WORK, NON-FINANCIAL INCENTIVES CENTRALIZATION – ALWAYS THERE JUST QUESTION OF PROPORTION

FAYOL’S PRINCIPLES OF MANAGEMENT

 SCALAR CHAIN: CLEAR LINE OF AUTHORITY  ORDER  EQUITY  STABILITY OF TENURE OF PERSONNEL  INITIATIVE  ESPRIT DE CORPS

CONSEQUENCES OF POSDCORB LUTHER GULICK



WILSONIAN CONTEXT: ACHIEVING MEANS WITHIN A DEMOCRACY



EMPHASIS ON DIVISION OF WORK



ORGANIZATION AS A TECHNICAL PROBLEM



CENTRALITY OF EFFICIENCY

KEY TERMS

  

SATISFICING: LIMITS TO DECISION MAKING RATIONAL MAN: ANALYZES COMPLEXITIES AND MAXIMIZES CHOOSING BEST ALTERNATIVE BOUNDED RATIONALITY: LIMITING ADMIISTRATIVE RATIONALITY DUE TO

–

COMPLETE KNOWLEDGE OF CONSEQUENCES

– –

FUTURE MUST BE ANTICIPATED ALTERNATIVE BEHAVIORS LIMITED

– –

ORGANIZATIONAL SETTING PSYCHOLOGICAL STATE

•

NARROW INTERPRETATION

KEY TERMS

      

INSTRUMENTAL RATIONALITY – SUBJECTIVE MEANS-END REASONING DECISION – CONCLUSION DRAWN FROM SET OF VALUE AND FACTUAL PREMISES EFFICIENCY –MAXIMIZE ATTAINMENT OF CERTAIN ENDS WITH SCARCE RESOURCES EFFECTIVENESS-ACCOMPLISHING ORG OBJECTIVES AND OVERALL PERFORMANCE PUBLIC PROBLEMS – EXTRA-ORGANIZATIONAL AUTHORITY –POWER TO MAKE DECISIONS WHICH GUIDE THE ACTIONS OF ANOTHER COORDINATION – THE PRINCIPLES OF ORGANIZATIONS IN TOTO OPERATING THRU A SUPERME COORDINATING AUTHORITY (URWICK)

SIMON’S ACCEPTED ADMINISTRATIVE PRINCIPLES

 ADMIN. EFFICIENCY INCREASED BY: – SPECIALIZATION OF THE TASK – ARRANGING MEMBERS IN DETERMINATE HIERARCH OF AUTHORITY – LIMITING SPAN OF CONTROL TO A SMALL NUMBER – GROUPING WORKERS ACCORDING TO PURPOSE, PROCESS, CLIENTELE AND PLACE  KNOWLEDGE IS NEUTRAL – VALUES OF USER APPLY  TEHCNOLOGY IS APPLIED KNOWLEDGE AND NEUTRAL

RATIONAL ACCORDING TO HERMAN SIMON 1958



MAKING OPTIMAL CHOICES IN HIGHLY SPECIFIED ENVIRONMENT

– IDENTIFYING ALTERNATIVES A GIVEN – CONSEQUENCES FOR EACH • CERTAINTY, RISK, AND UNCERTAINTY – DECISIONMAKER CAN RANK CHOICES BASED UPON CONSEQUENCES – GOOD SELECTION POSSIBLE – MINIMAX RISK=MAXIMUM BENEFIT AND MINIMUM CONSEQUENCE

HERBERT SIMON’S ACCEPTED ADMINISTRATIVE PRINCIPLES

   EFFICIENCY IS INCREASED BY 1 . SPECIALIZATION 2.

3.

GROUP IN HIERARCHY LIMITING SPAN OF CONTROL 4.

ORGANIZING ACCORDING TO PURPOSE, PROCESS, CLIENTELE AND PLACE OVERHAULING THE PROVERBS NOT PRINCIPLES OF ADMINISTRATION 1. DEVELOP A VOCABULARY 2. STUDY THE LIMITS OF RATIONALITY

DECISION-SET CHARACTERISTICS



DECISION MAKING IS FOCAL POINT OF ADMINISTRATION

–

MAKING DECISIONS, ANALYSIS, PRIORITIZING, COMMUNICATION



CORE MODE OF OPERATION IS INSTRUMENTAL RATIONALITY



EFFICIENCY AS A MEASURE



ROLES MORE IMPORTANT THAN INDIVIDUALS



WHAT ROLE REPRESENTATION AND CONTROL OF DISCRETION??

OPEN SYSTEMS AND SYSTEM MANAGEMENT

  

OPEN SYSTEMS – ANY ORGANIZATION THAT INTERACTS WITH ITS ENVIRONMENT STRUCTURAL/FUNCTIONALISM – ORGS EXPLAINED IN TERMS OF CONTRIBUTION TO MAINTAINING THE SYSTEM SYSTEMS THEORY – DYNAMIC RELATIONSHIPS OF INPUTS, PROCESSES, OUTPUTS, FEEDBACK LOOPS, ENVIRONMENT

NEO-CLASSICAL APPROACHES

 WHAT ARE THE DISTINGUISHING CHARACTERISTICS?

 WHERE DO INDIVIDUAL EMPLOYEES FIT?

 ARE THEY ALL THE SAME?

 WHAT DO THEY MISS?

 HOW WOULD THEY ADDRESS THE LOCAL EDUCATION AUTHORITY ALES RAKOVICH’S DILEMMA?

HUMAN RESOURCE THEORY PRINCIPLES



ORGANIZATIONS EXIST TO SERVE HUMAN NEEDS



ORGANIZATIONS AND PEOPLE NEED ONE ANOTHER



WHEN THE FIT IS POOR, ONE OR BOTH SUFFER



A GOOD FIT BENEFITS BOTH

HUMAN RESOURCE THEMES

 LEADERSHIP  MOTIVATION  INDIVIDUALS IN TEAMS AND GROUPS  EFFECTS OF WORK ENVIRONMENT  USE OF POWER AND INFLUENCE  ORGANIZATIONAL CHANGE

HUMAN RESOURCE THEORY

 MUNSTERBERG – FINDING AND SHAPING PEOPLE TO FIT NEEDS  PEOPLE, GROUPS, RELATIONSHIPS AND ORG ENVIRONMENT   HAWTHORNE EXPERIMENTS MASLOW’S THEORY  THEORY X & THEORY Y  MAXIMUM INFORMATION AND INFORMED DECISIONS (ARGYRIS, 1970)  GROUPTHINK (JANIS, 1971)

WHAT ROLE LEADERSHIP?

 MANAGER – FORMAL AUTHORITY  LEADER – EFFECTIVE USE OF INFLUENCE – RELATIONSHIP BETWEEN PEOPLE WHERE INFLUENCE IS UNEVENLY DIVIDED – CANNOT FUNCTION IN ISOLATION

ESSENTIAL FUNCTIONS OF LEADERS AS EXECUTIVES

CHESTER BARNARD - 1938

 PROVIDE SYSTEM OF COMMUNICATION  PROMOTE THE SECURING OF ESSENTIAL EFFORTS  TO FORMULATE AND DEFINE THE PURPOSES AND GOALS OF AN ORGANIZATION

LEADERSHIP APPROACHES

 TRAIT – LEADERS ARE BORN NOT MADE • PERSONALITY CHARACTERISTIC – TRANSACTIONAL • BASED ON AN INTERACTIONS • FOCUS ON THE LEADER AND ON SUBORDINATES – CONTINGENCY OR SITUATIONAL • PARTICIPATORY LEADERSHIP • LAW OF THE SITUATION • CONTINUUM FROM BOSS-CENTERED TO SUBORDINATE -CENTERED – CULTURAL AND TRANSFORMATIVE • CHANGING CULTURAL ASSUMPTIONS – WHERE TO FROM HERE?

LIFE CYCLE OF LEADERSHIP

    THE MANAGERIAL GRID – CONSIDERATION VS INITIATING STRUCTURE – TEAM MANAGEMENT VS IMPOVERISHED – ADDING AN EFFECTIVENESS GRID MOVING FROM – HIGH TASK LOW RELATIONSHIP TO HIGH ASK HIGH RELATIONSHIPS – LOW HIGH RELATIONSHIPS LOW TASK TO LOW TASK LOW RELATIONSHIPS LIKERT – EMPLOYEE CENTERED DIFFICULTIES – CHANGING STYLE – CHANGING PERFORMANCE

CONTINGENCY THEORY

 SELECTION AND TRAINING OF LEADERS  CO-ACTING TASK GROUPS  ADMINISTRATIVE AND SUPERVISORY STRATEGIES  MOVING FROM NOVEL TO FAMILIAR  STRUCTURED SITUATIONS VS. CRISES

CALLING FOR TRANSFORMATIONAL LEADERS

TICHY AND ULRICH



ASSUMPTIONS

–

TRIGGER EVENTS INDICATE CHANGE IS NEEDED

– – –

A CHANGE UNLEASHES MIXED FEELINGS QUICK FIX LEADERSHIP LEADS TO DECLINE REVITALIZATION REQUIRES TRANSFORMATIONAL LEADERSHIP

• • •

VISION MOBILIZATION OF COMMITMENT INSTITUTIONALIZATION OF CHANGE

PHASES OF CHANGE

 THREE-PHASE PROCESS – ENDINGS – NEUTRAL – NEW BEGINNINGS  QUALITIES OF THE LEADER – EQUITY, POWER, FREEDOM AND DYNAMICS OF DECISIONMAKING, TOUGHNESS, SEIZING OPPORTUNITIES  CORPORATE CULTURE PROVIDES A WAY OF UNDERSTANDING + MEANING

ROLES OF LEADERSHIP IN STRATEGY FORMULATION

ED SCHEIN



PERCEIVE WHAT IS HAPPENING IN ENVIRONMENT



INFORMATION THAT MOTIVATES CHANGE



VISION FOR PSYCHOLOGICAL SAFETY



ACKNOWLEDE UNCERTAINTY



ACKNOWLEDGE ERROS IN THE LEARNING PROCESS



MANAGE THE PHASES OF CHANGE

LEARNING LEADERS

ED SCHEIN



PERCEPTION AND INSIGHT



MOTIVATION



EMOTIONAL STRENGTH



ABILITY TO CHANGE THE CULTURAL ASSUMPTIONS



ABILITY TO CREATE INVOLVEMENT AND PARTICIPATION



ABILITY TO LEARN A NEW CULTURE

EMOTIONAL INTELLIGENCE MAKES A LEADER

DANIEL GOLEMAN

 SELF-AWARENESS  SELF-REGULATION  MOTIVATION  EMPATHY  SOCIAL SKILL

LEADERS , DOUBT AND SENSEMAKING

KARL WEICK

 THE VALUE OF UNCERTAINTY  LEADING BY COMPASS – ANIMATION – IMPOVISATION – LIGHTNESS – AUTHENTICATION – LEARNING

EFFICACY AND EFFECTIVENESS

MARTIN CHEMERS

    THE ROLE OF INTELLIGENCE FUNCTIONAL LEADERSHIP – IMAGE MANAGEMENT – RELATIONSHIP DEVELOPMENT – RESOURCE DEVELOPMENT – TRANSFORMATIONAL – TRANSCEND AND TRANSFORM •

WEBER’S CHARISMATIC

SELF EFFICACY FOUR TYPES OF EMOTIONAL INTELLIGENCE – TO FACIITATE THINKING – TO UNDERSTAND OWN EMOTIONS – EMPATHY – REGULATION OF SELF TO CONTROL AND PROMOTE PERSONAL GROWTH

FROM OLD PUBLIC ADMINISTRATION TO PUBLIC SERVICE

        

FOUNDATIONS HUMAN BEHAVIOR PUBLIC INTEREST RESPONSIVENESS MECHANISMS ACCOUNTABILITY ADMINISTRATIVE DISCRETION ASSUMED ORGANIZATIONAL STRUCTURE ASSUMED MOTIVATION BY PUBLIC ADMINISTRATORS AND SERVANTS

SERVING CITIZENS NOT CUSTOMERS

      

CIVIC VIRTUE AND DEMOCRATIC CITIZENSHIP THEORIES OF CITIZENSHIP THE ROLE OF THE CITIZEN BUILDING CITIZEN INVOLVEMENT

–

FIVE TENETS PUBLIC SERVICE AS AN EXTENSION OF CITIZENSHIP NEW PUBLIC MANAGEMENT AND CUSTOMER SATISFACTION NEW PUBLIC SERVICE AND QUALITY CITIZEN SERVICE

ACCOUNTABILITY ISN’T SIMPLE



WHAT ARE WE RESPONSIBLE FOR?



TO WHOM ARE WE ACCOUNTABLE?



BY WHAT MEANS WILL WE ACHIEVE OUTCOMES AND BE ACCOUNTABLE FOR THEM?

SERVING CITIZENS NOT CUSTOMERS

      

CIVIC VIRTUE AND DEMOCRATIC CITIZENSHIP THEORIES OF CITIZENSHIP THE ROLE OF THE CITIZEN BUILDING CITIZEN INVOLVEMENT

–

FIVE TENETS PUBLIC SERVICE AS AN EXTENSION OF CITIZENSHIP NEW PUBLIC MANAGEMENT AND CUSTOMER SATISFACTION NEW PUBLIC SERVICE AND QUALITY CITIZEN SERVICE

BUILDING CITIZEN INVOLVEMENT



ACHIEVE BEST POLITICAL OUTCOMES



SATISFY INTERESTS OF CITIZENS



LEGITIMIZE GOVERNMENT



DEMOCRATIC MORALITY

BUILDING CITIZEN INVOLVEMENT



ACCESS TO INFORMATION



ACCESS TO DECISIONMAKING



ABILITY TO OPEN ISSUES FOR PUBLIC DISCUSSION



CONSIDERATION OF ALL CLAIMS ASSERTED

DEFINING PUBLIC SERVICE QUALITY

CARLSON + Schwarz, 1995



CONVENIENCE



SECURITY



RELIABILITY



PERSONAL ATTENTION



PROBLEM-SOLVING APPROACH



FAIRNESS



FISCAL RESPONSBILITY



CITIZEN INFLUENCE

SEEKING THE PUBLIC INTEREST

     

WHAT IS THE PUBLIC INTEREST?

NORMATIVE MODELS ABOLITIONIST VIEWS POLITICAL PROCESS THEORIES SHARED VALUES OLD AND NEW PUBLIC ADMINISTRATION AND THE PUBLIC INTEREST



WHAT ARE WE RESPONSIBLE FOR?



TO WHOM ARE WE ACCOUNTABLE?



BY WHAT MEANS WILL WE ACHIEVE OUTCOMES AND BE ACCOUNTABLE FOR THEM?

Key Concepts



PUBLIC INTEREST AS THE BEST RESPONSE TO ALL INTERESTS AND CONCEPTS OF VALUE



PUBLIC INTEREST IS BEST UNDERSTOOD THROUGH INDIVIDUAL CHOICES



PUBLIC INTEREST IS DEFINED BY POLITICAL PROCESS



PUBLIC INTEREST AS PUBLIC VALUE CONSENSUS

FORCES THAT MISCONSTRUE THE PUBLIC INTEREST

 SOCIAL – HIGH LEVEL OFFICIALS ARE NOT REPRESENTATIVE OF POPULATION  SPECIALIZATION LEADS TO NARROW INTERESTS  BUREAU IDEAOLOGY (DOWNS) –

POSITIVE BENEFITS VS. COSTS

– – – –

EXPANSION VS. CURTAILMENT GENERAL BENEFITS VS. SPECIAL PRESENT EFFICIENCIES VS. PAST FAILURES ACHIEVEMENTS AND CAPABILITIES VS. FAILURES AND LIMITATIONS

SHIFTING IN PEOPLE AND PERFORMANCE AREAS



TRADITIONAL

– –

SINGLE SYSTEM FAIRNESS IS SAMENESS

– –

PROCESS/RULES PROMOTION BASED ON TECH. EXPERTISE

– –

JOB FOR LIFE PROTECTION JUSTIFIES TENURE

–

CENTRAL PERSONNEL AGENCY



NEW PUBLIC SERVICE

– –

MULTIPLE SYSTEMS DIFFERENTIATION BETWEEN DIFF. TALENTS

– –

PERFORMANCE/RESULTS HIRE, DEVELOP, PROMOTE

– –

CORE VALUES PERFORMANCE AND EMP. NEED

–

CENTRAL AGENCY WITH EMPOWERED MANAGERS

NEW APPROACHES TO REGULATION

 COMPLIANCE THROUGH DETERRANCE IS MISGUIDED AND MUST BE REPLACED BY: –

PARTNERS

– – – – – – –

ONE-STOP SERVICES IMPACTS VS. OUTPUTS PROBLEMS VS. VIOLATIONS FEASIBILITY VS. UNIVERSAL ENFORCEMENT NEGOTIATION AND EDUCATION AS TOOLS STRATEGIC ENFORCEMENT TARGETS DEALING EFFECTIVELY WITH WORST VIOLATORS

TOWARD NEW POLITICAL APPROACHES TO REGULATORY ADMINISTRATION



BEYOND POLITICAL HACKS OF THE PAST



PUBLIC AS AN AGENCY CONSTITUENCY

–

AARP, CONSUMER GROUPS



FORWARD LOOKING ASSESSMENT

–

NEPA, REGULATORY FLEXIBILITY ACT, PAPERWORK REDUCTION ACT

LEGAL APPROACHES TO REGULATORY ADMINISTRATION

   

ADVERSARY PROCEDURES NEUTRALITY AND THE ADMINISTRATIVE LAW JUDGE DUE PROCESS PROTECTION REASONABLENESS

–

PROPERTY RIGHTS AND TAKINGS

REGULATORY ADMINISTRATION



NARROW VS. BROAD PUBLIC INTEREST



BALANCING PRIVATE INTERESTS AGAINST ONE ANOTHER



PROTECTING AGAINST DISASTER

NEW PUBLIC SERVICE



PUBLIC ADMINISTRATORS ARE RESPONSIBLE FOR ENHANCING CITIZENSHIP AND SERVING THE PUBLIC INTEREST

VALUING CITIZENSHIP OVER ENTRPRENUEURSHIP

    

GOVERNANCE

–

EXERCISE OF PUBLIC AUTHORITY NEW ROLES FOR GOVERNMENT

– – –

LEGAL AND POLITICAL RULES PROTECTING ECONOMIC INTERESTS ASSURE DEMOCRACY AND SOCIAL EQUITY ADMINISTRATION AND ADMINISTRATOR’S ROLES SERVICE PROCESS

– – – –

INVOLVEMENT INFORMATION CONSULTATION ACTIVE PARTICIPATION

REINVENTING THROUGH NATL PERFORMANCE REVIEW

1997

          

FLEXIBLE RESPONSIVE HIRING SYSTEMS REFORM PAY CLASSIFICATIONS ORGANIZATIONAL DEVELOPMENT INCENTIVE AWARDS SUPPORT MGT IN DEALING WITH POOR PERFORMERS MARKET-DRIVEN TRAINING FAMILY FRIENDLY WORKPLACES CROSS-TRAINING AND INTERAGENCY COLLABORATION ELIMINATE RED TAPE – AUTOMATE INFORMATION LABOR-MANAGEMENT PARTNERSHIPS INCENTIVES FOR VOLUNTARY SEPARATIONS

DELIBERATIVE DEMOCRACY



STRUCTURING PUBLIC DELIBERATION FOR THOUGHTFULNESS AND ETHICS



DIALOGUE NOT MONOLOGUE



DIALOGUE FREE OF DOMINATION AND DISTORTION



INSTITUTIONALIZED DISCURSIVE STRUCTURES

3 CONDITIONS FOR LEGITIMACY



EQUALITY AND SYMMETRY



ALL HAVE RIGHT TO QUESTION



ALL HAVE RIGHTS TO CHANGE THE RULES OF DISCOURSE

PUBLIC ADMINISTRATION AND CONSTITUTIONAL RIGHTS



LEGITIMACY



DIVERSITY AMONG CITIZENRY



FREEDOM AND LIBERTY

– – –

CHILLING EFFECT OVERBREADTH LEAST RESTRICTIVE ALTERNATIVE



PROPERTY RIGHTS



DUE PROCESS



INDIVIDUALITY



PRIVACY



EQUITY

MODERN STRUCTURAL THEORIES

PUA 713 –FALL 2005 DR. CHRISTINE SPRINGER

MOVING ON AFTER WORLD WAR II



ORGANIZATIONAL EFFICIENCY IS THE ESSENCE OF ORG. RATIONALITY



RATIONALITY INCREASES PRODUCTION IN TERMS OF REAL GOODS AND SERVICES



STRUCTURE, CONTROL COORDINATION



ONE BEST STRUCTURE



SPECIALIZATION AND DIVISION OF LABOR STILL IMPORTANT



MOST ORG PROBLEMS ARE STRUCTURAL

ORGANIZATIONS AS NON-RATIONAL INSTITUTIONS

SELSNICK - 1948

 ORGANIZATIONS AS ECONOMIES  ORGANIZATIONS AS ADAPTIVE SOCIAL SYSTEMS  STRUCTURAL-FUNCTIONAL ANALYSIS – SECURITY, STABILITY CONTINUITY, RECALCITRANCE, HOMOGENEITY OF OUTLOOK  CO-OPTATION – PROCESS OF ABSORBING NEW ELEMENTS AS A MEANS OF AVERTING THREATS

ORGANIZATIONS AS A COLLECTION OF BEHAVIORS

Cyert & March -1959

 COALITIONS – OBJECTIVES SET THRU BARGAINING, INTERNAL CONTROLS AND ADJUSTING TO EXPERIENCE – EXAMPLE: COMMITTEE AND PAINTING – PREDICTIVE THEORY • DEMANDS AND PROBLEMS FOR MEMBERS • TOOL TO CHANGE DEMAND OVER TIME • ATTENTION-FOCUS TOOL FOR DEMANDS • ATTENTION-FOCUS TOOL FOR PROBLEMS • DEMAND EVALUATION PROCEDURE • TOOL FOR CHOOSING AMONG VIABLE COALITIONS

SOCIO-TECHNICAL APPROACH

BURNS AND STALKER - 1961

 STABLE VS. DYNAMIC CONDITIONS  MECHANISTIC VS. ORGANIC ORG.

 SECURITY VS. UNCERTAINTY

FORMAL VS. INFORMAL ORGS

 

BARNARD – 1938

–

UNCONSCIOUS ATTITUDES, UNDERSTANDING, CUSTOMS, HABITS CREATING THE CONDITION UNDER WHICH FORMAL ORGANIZATION ARISES BLAU + SCOTT – 1962

–

BUREAUCRATIZATION = AMT OF EFFORT DEVOTED TO MAINTAINING THE ORG

–

NUMBER OF ADMIN. PERSONNEL, HIERARCHIAL CHARACTER, STRICT ENFORCEMENT OF RULES, REIGID COMPLIANCE TO RULES

STRUCTURING ACCORDING TO PRODUCT OR FUNCTION

WALKER AND LORSCH - 1968

  

GROUPING BY WORKER OR BY PRODUCT

–

MAXIMUM USE OF A SPECIAL KNOWLEDGE?

– –

EFFICIENT USE OF EQUIPMENT?

BEST CONTROL AND COORDINATION?

BEHAVIORIST FINDINGS

–

RELATIONSHIP BETWEEN ACTIVITIES AND THOUGHTS AND BEHAVIORS

– –

COLLABORATION AND INTEGRATION COMMUNICATION AMONG SPECIALISTS CLUES FOR MANAGERS

– – –

CROSS-FUNCTIONAL TEAMS FULL-TIME INTEGRATORS MATRIX OR GRID ORGANIZATIONS

KEY TERMS

 DIFFERENTIATION = SPECIALIZATION IN A RAPIDLY CHANGING ENVIRONMENT – REQUIRES CONTROL, COORDINATION AND INTEGRATION  DONUT ORGANIZATIONS  ORGANIZATIONAL NETWORKS  VIRTUAL ORGANIZATIONS

FIVE PARTS OF AN ORGANIZATION

MINTZBERG - 1979

 OPERATING CORE  STRATEGIC APEX  THE MIDDLE LINE  TECHNOSTRUCTURE  SUPPORT STAFF

IN DEFENSE OF BUREAUCRACY

JAQUES - 1990

  

HIERARCHIAL LAYERS ALLOW ORGS TO COPE WITH DISCONTINUITIES MANAGERS NEED TO UNDERSTAND AND BE ACCOUNTABLE

–

FOR ADDING VALUE

– –

SUSTAINING TEAM SETTING DIRECTION AND ENGAGING SUBORDINATES ACCOUNTABILITY IS POSSIBLE WITH AUTHORITY

– –

VETO APPLICANTS MAKE WORK ASSIGNMENTS

– –

DECISIONS ABOUT RAISES AND REWARDS INITIATE REMOVAL

TECHNOLOGY AS A TOOL

BURTON AND OBEL 1998

 FORMALIZATION   CENTRALIZATION COMPLEXITY  CONFIGUATION  COORDINATION  CONTROL  INCENTIVES

MARKET THEORIES: ORGANIZING AS REVEALED SELF-INTEREST

  

HOW INDUCE MGRS TO ACT IN BEST INTEREST OF OWNERS AND THOSE IN CONTROL ANSWERING ECONOMIC QUESTIONS

– – –

CONTRACTUAL NATURE BOUNDED RATIONALITY SIGNIFICANCE OF INVESTMENT IN SPECIRIC ASSETS

– –

SPECIFIC RIGHTS VS. RESIDUAL RIGHTS EFFECTS OF IMPERFECT INFORMATION EMERGENCE AND EXPANSION OF ORGS GIVEN COST OF UNCENTAINTY, INFORMATION, BOUNDED RATIONALITY AND COGNITIVE BARRIERS

KEY TERMS

    

AGENCY THEORY – MANAGERS ARE AGENTS OF THE OWNERS AND DELEGATED AUTHORITY PROPERTY RIGHTS THEORY – HOW COSTS AND REWARDS ARE ALLOCATED TO PARTICIPANTS IN AN ORGANIZATION TRANSACTION COST THEORY – HOW TO MAINTAIN PRINCIPAL-AGENT RELATIONSHIPS AND MINIMIZE COSTS OF TRANSACTIONS AND MANAGEMENT DECISIONS AND SOCIAL INTERDEPENDENCE UNANIMITY RULE – INDIVIDUALS ARE PROTECTED AGAINST COERCIAN AND EXTERNAL DAMAGE PUBLIC CHOICE – DECISION-MAKING ARRANGEMENTS ESTABLISH THE TERMS AND CONDITIONS FOR MAKING CHOICES.

–

MAKING GOVERNMENT MORE DEMOCRATIC AND EFFICIENT

MORE KEY TERMS



SELF-INTEREST – HEDONISM VS ALTRUISM

 

INCREMENTALISM - DECISIONS THAT TAKE INTO ACCOUNT ONLY THE MARGINAL OR INCREMENTAL DIFFERENCES BETWEEN PROPOSAL AND EXISTING STATE OF AFFAIRS DISJOINTED – LACK OF CONSCIOUS COORDINATION IN DECISIONMAKING

CRITICS OF THE MARKET THEORIES

HIRSCHMAN - 1970



MARKET FORCES ARE AT BEST A PARTIAL CONDITION FOR ORG RESPONSIVENESS



EXIT, VOICE OR LOYALTY



CONDITIONS FOR CORRECTION

–

MEANS TO EXPRESS DISSATISFACTION

– –

TIME AND RESOURCES TO MEND WAYS SELF-INTERESTED REASONS FOR TAKING SERIOUSLY EXIT OR VOICE OF CLIENTS OR CITIZENS

POWER AND POLITICS

     

COMPLEX SYSTEMS OF INDIVIDUALS AND COALITIONS CONFLICT IS INEVITABLE INFLUENCE, POWER AND POLITICAL ACITIVTY PRIMARY TOOL GOALS ACHIEVED THROUGH MANUEVERING INTERDEPENDENCE OF ORG UNITS POWER IN ORGS

– –

CONTROL OVER SCARCE RESOURCES ACCESS TO POWER

– – –

CENTRAL POSITION IN POTENT COALITION WORKING THE RULES CREDIBILITY

KEY TERMS

 

POWER – THE ABILITY TO GET THINGS DONE THE WAY ONE WANTS THEM DONE AND TO INFLUENCE PEOPLE SOCIAL POWER – POWER BETWEEN TWO AGENTS BASED UPON REWARDS, COERCIVE , LEGITMATE, REFERENT AND EXPERT POWER



SOCIAL CHOICE-POWER IS THE RESULT OF INFLUENCE EXERTED BY NUMEROUS COMPONENTS AND RESPONSIVENESS IS A FUNCTION OF CHANCE, FORCE, OR PROCESS

THE EVOLUTION OF MANAGEMENT & ORGANIZATION THEORY



“MODERN” STRUCTURAL ORGANIZATION THEORY

–

Talcott-Parsons 1951

–

Social Systems vs. Political Organizations

–

Basic Assumptions

•

ORGANIZATIONS ARE RATIONAL

• • •

BEST STRUCTURES DIVISION OF LABOR PROBLEMS ARE STRUCTURAL

–

Mechanisms and Organic Systems

BUREAUCRATIC STRUCTURE AND PERSONALITY

ROBERT MERTON - 1957



THE DYSFUNCTIONS OF BUREAUCRACY

– – – – – –

SECRECY OCCUPATIONAL PSYCHOSIS OVERCONFORMITY SECULAR AND SACRED DIVISION OF LABOR DEPERSONALIZATION DISCREPANCY BETWEEN IDEOLOGY AND FACT

• •

SERVANTS OF THE PEOPLE?

QUESTIONS TO BE ANSWERD

–

PRESTIGE SYMBOLS TO INNER CIRCLE?

KEY TERMS

  

SATISFICING: LIMITS TO DECISION MAKING RATIONAL MAN: ANALYZES COMPLEXITIES AND MAXIMIZES CHOOSING BEST ALTERNATIVE BOUNDED RATIONALITY: LIMITING ADMIISTRATIVE RATIONALITY DUE TO

–

COMPLETE KNOWLEDGE OF CONSEQUENCES

– –

FUTURE MUST BE ANTICIPATED ALTERNATIVE BEHAVIORS LIMITED

– –

ORGANIZATIONAL SETTING PSYCHOLOGICAL STATE

•

NARROW INTERPRETATION

KEY TERMS

      

INSTRUMENTAL RATIONALITY – SUBJECTIVE MEANS-END REASONING DECISION – CONCLUSION DRAWN FROM SET OF VALUE AND FACTUAL PREMISES EFFICIENCY –MAXIMIZE ATTAINMENT OF CERTAIN ENDS WITH SCARCE RESOURCES EFFECTIVENESS-ACCOMPLISHING ORG OBJECTIVES AND OVERALL PERFORMANCE PUBLIC PROBLEMS – EXTRA-ORGANIZATIONAL AUTHORITY –POWER TO MAKE DECISIONS WHICH GUIDE THE ACTIONS OF ANOTHER COORDINATION – THE PRINCIPLES OF ORGANIZATIONS IN TOTO OPERATING THRU A SUPERME COORDINATING AUTHORITY (URWICK)

ORGANIZATIONAL CULTURE

   

CHALLENGING RATIONAL THEORISTS ORGANIZATIONS AS COLLECTION OF VALUES, LIEFS, PERCEPTIONS, BEHAVIORAL PATTERNS BEHAVIOR IS PREDETERMINED BY MEMBERS’ ASSUMPTIONS ORGS ARE ONLY RATIONAL IF:

–

SELF-CORRECTING SYSTEM OF INTERDEPENDENT PEOPLE

–

CONSENSUS ON OBJECTIVES AND METHODS

–

COORDINATION THROUGH SHARED INFORMATION

–

PREDICTABLE PROBLEMS AND SOLUTIONS

ORGANIZATIONAL SYMBOLISM

   

MEANINGS AS SOCIALLY CONSTRUCTED REALITIES INTERPRETATION IS MOST IMPORTANT AMBIGUITY AND UNCERTAINTY PRECLUDE RATIONALITY PEOPLE USE SYMBOLS TO REDUCE AMBIGUITY

–

ROOT METAPHORS, SHARED MEANINGS, INTEGRATING SYMBOLS

CHANGING ORG.

CULTURES

TRICE AND BEYER 1993

   

CAPITALIZE ON PROPITIOUS MOMENTS COMBINE CAUTION WITH OPTIMISM UNDERSTAND RESISTANCE TO CHANGE CHANGE ELEMENTS BUT MAINTAIN CONTINUITY

CHANGING ORG.

CULTURES

TRICE AND BEYER 1993

   

RECOGNIZE IMPORTANCE OF IMPLEMENTATION SELECT, MODIFY AND CREATE RIGHT CULTURAL FORMS MODIFY SOCIALIZATION TACTICS FIND AND CULTIVATE INNOVATIVE LEADERSHIP

DEFINITIONS OF ORG CULTURE

     

SHARED BELIEFS SHARED UNDERSTANDINGS UNDERLYING ASSUMPTIONS COMMON ORIENTATION PATTERNS OF MEANING STORIES TOLD IN ORIENTATION

COMMON RITUALS



INITIATION

 

REWARD DEGRADATION



RENEWAL



CONFLICT REDUCTION



INTEGRATION



ENDING



COMPOUND

REFORM THROUGH CHANGE 1980’S AND 1990’S

  LASTING ORG. REFORM REQUIRES CHANGE IN ORG CULTURE TOTAL QUALITY CONTROL – PRODUCTIVITY – FLEXIBILITY – RESPONSIVENESS – RE-EINGINEERING – CUSTOMER SERVICE

APPLYING JAPANESE METHODS

OUCHI - 1980

 THEORY Z ORGS – CULTURAL CONSISTENCY NOT HIERARCHY – CLANS NOT MARKETS OR HIERARCHIES – DIFFICULTIES IN TRANSLATION – SOCIAL ORGS VS. FORMALITY – BUREAUCRACY VS. DISCRETION – BALANCING FREEDOM AND INTEGRATION

          

ATTRIBUTES OF EXCELLENCE

PETERS - WATERMAN BIAS FOR ACTION CLOSE TO CUSTOMER AUTONOMY ENTREPRENUERSHIP PRODUCTIVITY THROUGH PEOPLE HANDS-ON VALUE-DRIVEN STICK TO KNITTING SIMPLE FORM LEAN STAFF LOOSE-TIGHT

LEARNING ORGANIZATIONS

PETER SENGE - 1990

   LEARNING HOW TO LEARN TOGETHER COMPONENT TECHNOLOGIES FIVE DISCIPLINES – SYSTEMS THINKING – PERSONAL MASTERY – MENTAL MODELS – BUILDING SHARED VISION – TEAM LEARNING

REINVENTING GOVERNMENT

OSBORNE & GAEBLER - 1992

 CATALYTIC   COMMNITY-OWNED MISSION DRIVEN  RESULT ORIENTED  CUSTOMER DRIVEN  ENTERPRISING  ANTICIPATORY   DECENTRALIZED MARKET ORIENTED

GENDER AND DIVERSITY

  PERPETUATING MALE REALITY

ACKER-1992

– GENDER DIVISIONS – SYMBOLS AND IMAES – INTERACTIONS – DEMANDS FOR GENDER NEUTRAL BEHAVIOR ORG CULTURES THAT ARE BARRIERS TO PERFORMANCE –

WORKFORCE 2000 – 1987

– MANAGING DIVERSITY IS A CRUCIAL COMPETENCY