three theories of organization classical theory or bureaucracy neoclassical theory or human...
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Three Theories ofOrganization
• Classical Theory orBureaucracy
• Neoclassical Theory or Human Relations Movement
• System Theory
3 Theories of Organizations
Neoclassical Theory
Critique of the 4 structural principles of classical Theory
1.Functional
2.Scalar
3.Line/Staff
4.Span of control
System theory
5 parts of an organization
1.Individuals
2.Formal org.
3.Small groups
4.Status & Roles
5.Physical setting
Classical Theory
4 Basic components to any Organization
1.System of differentiated activities
2.People
3.Cooperation toward a goal
4.Authority
Main teachings of the Classical Theory:
1. Basic components : A system of diff erentiated activities, People, Cooperatio
n toward a goal, Authority.
2. Structural principle: Functional, Sc alar (Unity of command), Line/staff, and
Span of Control principle.
Neocl assi cal Theori sts di dnot agree wi thcl assi cal theori sts i
nmany ways e. g.
• Division of labor decreases job meani
ng• Value of distinction
between line and staff• Span of control is
more than a number• Not only formal
authority can influencepeople
Components of an Open System
Inputs
Transformation
Outputs
Matter / energy return
Matter / energyMatter / energy
Information Information
Feedback
Environment
Environment
System Theory
Organizational System is composed of: Indivi
duals, Formal Organiz ation, Small Groups, S
tatus and Role, Physic al Setting
All parts in the system are interactive in orde r to achieve coordinate d 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? Thos e in the middle line, suppo
rting 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
Middle line
Operating core
Technostructure Support staff
Components of Social System1. Roles2. Norms3. Organizational Culture
Social system: the human components of a work organization that influence the behavior of individuals and groups.
Roles: Expectations of appropriate behavi or in a specif
ic position.Aspects of roles : 1 ) impersonal. 2) Related to task behavior.
3 4) Difficult to clarify. ) Prod 5uce behavior change. ) Jobs
RRRRR RRR RRR RRR RRRRR.Role episode : Group expectation, co mmunication about expectation, p
erceived expectation, actual role behaviorRole differentiation : different roles in RRR R RRRRRR.
Three Informal Components of Social systems
Roles
1. Five Aspects of Roles
2. Role Episode
3. Role Differentiati
on
Norms
1. Four important properties of norms
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
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: a set of expectations about appropriate behavior in position.
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
Overcoming Organizational Resistance to Change
Psychological Ownership
1. Self-Enhancement
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(+)
VS
Imposed (-) change
Evolutionary (+)
VS
Revolutionary (-) Change
Self
Psychological ownership of the organization
organization
Individual’s disposition toward change of organization
Additive (+)
VS
Subtractive (-) change
Total Quality Management
Employee Involvement
Customer Focus
Statistical Quality Control
Align Business Operation
Organizational Culture: RRR R RR R R RR RRRRRR RRR undhere. Some defi nes as ar t i f act s. Org Culture features: 1
) can be traced to its found 2er. ) develop out of org. e
xperience with external en 3vironment. ) maintain wo
rking relationships among employees.
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Beliefs
Values & Norms
Artifacts
Cultural Expression
Principles of Teamwork
• provide feedback to an d accept it from…
• RRRRRRRRRR , ,RR RRRR RRRRRRR• viewing that group
success depends on their int…
• RRRRRRRRRRRRRRRR…
• team leadership makesdifferences..
Interpersonal Processes in Teams
• R RR R RRRRRRRRR• Conflict
• Cohesion
• Trust
Personnel Selection for Team
Establishing team requirements involves
identifying and assessing the congruence among members
with regard to personality an d values.
Critical abilities enhancin g group performance: RRRR RR
acceptance, increase gr solidarit y, be aware of the gr consciousne ss, share the gr identification, ma
RR RRRRRRRR RR RRR RR’ /.