Transcript Three Theories of Organization

Three Theories of
Organization
• Classical Theory or Bureaucracy
• Neoclassical Theory or Human
Relations Movement
• System Theory
3 Theories of Organizations
Classical Theory
Neoclassical Theory
4 Basic components
to any Organization
Critique of the 4
structural principles
of classical Theory
1.System of
differentiated
activities
2.People
3.Cooperation
toward a goal
4.Authority
System theory
5 parts of an
organization
1.Functional
1.Individuals
2.Scalar
2.Formal org.
3.Line/Staff
3.Small groups
4.Span of control
4.Status & Roles
5.Physical setting
Main teachings of the Classical
Theory:
1. Basic components: A system of
differentiated activities, People, Cooperation
toward a goal, Authority.
2. Structural principle: Functional, Scalar
(Unity of command), Line/staff, and Span of
Control principle.
Neoclassical Theorists did not agree
with classical theorists in many
ways e.g.
• Division of labor decreases job meaning
• Value of distinction between line and staff
• Span of control is more than a number
• Not only formal authority can influence people
Components of an Open System
Environment
Matter / energy return
Matter / energy
Inputs
Matter / energy
Transformation
Information
Outputs
Information
Feedback
Environment
System Theory
Organizational System is composed of:
Individuals, Formal Organization, Small
Groups, Status and Role, Physical Setting
All parts in the system are interactive in order
to achieve coordinated goals of the system.
Reorganizing and downsizing
• When environment changes, organizations do
too in response.
• Job losses, more work less employees, stresses,
wider span of control
• Who are affected? Those in the middle line,
supporting staffs, and technostructure.
Structural properties by which the
organization to reach its goal.
• Functional principle, divide into units
that perform similar function
• Scalar principle (chain of command),
unity of command
• Line/staff functions
• Span of control, number of
subordinates a manager is responsible
for supervising.
Organizational Structure
Structure: the sum total of ways in which its labor is
divided into distinct tasks and then its coordination is
achieved among these tasks. Five coordinating
mechanisms have been proposed to explain the
fundamental ways in which organizations coordinate
their work. They are the glue that holds organization
together.
Coordinating Mechanisms
• Mutual adjustment
• Direct supervision
• Standardization of work
processes
• Standardization of work output
• Standardization of skills and
konwledge
The Five Basic Parts of an Organization
Strategic apex
Technostructure
Support staff
Middle line
Operating core
Social system: the human
components of a work
organization that influence
the behavior of individuals
and groups.
Components of Social System
1. Roles
2. Norms
3. Organizational Culture
Roles: Expectations of appropriate behavior in a
specific position.
Aspects of roles: 1) impersonal. 2) Related to
task behavior. 3) Difficult to clarify. 4) Produce
behavior change. 5) Jobs and Roles are not the
same.
Role episode: Group expectation, communication
about expectation, perceived expectation, actual role behavior
Role differentiation: different roles in the same
group.
Three Informal Components of Social systems
Roles
Norms
1. Five Aspects
of Roles
1. Four important
properties of
norms
2. Role Episode
3. Role
Differentiation
2. Three-step
process for
developing &
communicating
norms
Organizational
Culture
1. What is culture?
2. Three key
features of an
org.’s culture
3. ASA cycle
Role: a set of expectations about appropriate behavior
in position.
Five aspects of roles
• Impersonal
• Related to task behavior
• Difficult to perceive in the same way for
different persons
• Can produce behavior change
• Not the same with job, one job can
have several roles
Role episode
Stage 1 Group expectations for a
particular positions
Stage 2 Communication about
expectations
Stage 3 Perceived expectations
about role
Stage 4 Actual role behavior
Norms: a set of shared group expectations about
appropriate behavior. Norms have several properties
• Shouldness or oughtness
• Determine what behavior judged is
• Enforce by group
Psychological Ownership
1. Self-Enhancement
Overcoming
Organizational
Resistance to
Change
2. Self-Continuity
3. Control and efficiency
3 Types of Change
1. Self-initiated vs.
imposed change
2. Evolutionary vs.
revolutionary change
3. Additive vs. Subtractive
Effect of psychological ownership or
disposition toward change as
influenced by type of change
Self-initiated(+)
Evolutionary (+)
VS
VS
Imposed (-)
change
Revolutionary (-)
Change
Individual’s
disposition
toward change
of organization
Self
Psychological
ownership of the
organization
organization
Additive (+)
VS
Subtractive (-)
change
Statistical Quality
Control
Employee
Involvement
Total Quality
Management
Customer Focus
Align Business
Operation
Organizational Culture: The way we do things
around here. Some defines as artifacts.
Org Culture features: 1) can be traced to its
founder. 2) develop out of org. experience with
external environment. 3) maintain working
relationships among employees.
ระดับความเป็ นรูปธรรมของวัฒนธรรม
1. สิง่ ประดิษฐ์ในชีวิตประจำวัน เช่น ภำษำ อำหำร
บ้ำนเรือน ศิลปะกำรแสดง กำรแต่งกำย ฯลฯ
2. บรรทัดฐำนทำงสังคม จำรีต ประเพณี
3ควำมเชือ่ ค่ำนิยมเฉพำะทีม่ ีต่อสิง่ เร้ำบำงอย่ำง
4. ควำมเชือ่ คติฐำนกว้ำง ๆ ทีม่ ีต่อสิง่ รอบตัว
Beliefs
Values & Norms
Artifacts
Cultural Expression
Principles of Teamwork
• provide feedback to and accept it from…
• willing, prepare, proclivity to back
others…
• viewing that group success depends on
their interaction…
• foster interdependence…
• team leadership makes differences..
Interpersonal Processes in Teams
• Communication
• Conflict
• Cohesion
• Trust
Personnel Selection for Team
Establishing team requirements involves identifying
and assessing the congruence among members with
regard to personality and values.
Critical abilities enhancing group performance: gain
gr acceptance, increase gr solidarity, be aware of
the gr consciousness, share the gr identification,
manage others’ impression of him/her.