Saturday, February 16, 2008
Teams Case 1: Courtyard by Marriott
If you chose this case, publish your feedback as comments to this post.
Week 5 Resources
Please publish your resources for week 5 (February 20) as comments to this post. Thanks!
Tuesday, February 5, 2008
Week 4 Resources
Please post your resources for Week 4 (February 13) as comments to this post. Thanks!
Saturday, January 26, 2008
Week 3 Resources
Please post your resources for Week 3 (February 6) as comments to this post. Thanks!
Week 2 OA1: Organizational Theory & Questions
Please read this in order to answer the following questions. Feel free to draw on personal experience as well as theory in your answers. Please submit your answers by 5:00 P.M. P.S.T. on Friday, February 1 as comments to this post, or email to dpreston.learning@gmail.com. Thanks!
1. What traits are likely to enable a leader to be successful in an organization? Why? What variables of the organization are most likely to impact a leader's ability to be effective?
2. Define the term organization.
3. What are the three basic characteristics of an organization?
4. What controls behavior in Weber's model of bureaucracy?
5. What concept did the Hawthorn effect demonstrate?
6. What is open-systems theory, and does it apply to schools? Why/why not?
7. Given what you learned in your reading of Senge, is your school a Learning Organization? Why/why not? What might a leader do to make it more of one?
In our first session we discussed leadership as a collection of actions or processes that enable groups of people to work together in productive and meaningful ways. We have learned that leadership is not a product of inherited traits such as height, gender or voice quality, but rather a combination of natural inclinations and learned skills.
A leader is nothing, however, without individuals who are willing to follow. It’s been said that, “A leader without followers is just a guy (or a gal) out for a walk.” Defining a role by context requires an examination of the context. Who are the followers, and how are they distinguished from the leader? How can a follower become a leader? How is the leader’s authority determined, and why do others recognize it?
Leaders work with groups of people who are united by purposes, philosophies, traits, geography, and religion, among other characteristics. A leader never succeeds alone (we’ll discuss this at some length later in the course). It is therefore impossible to discuss leadership without first examining organizations. Following is a brief description and history of organization theory and development.
ORGANIZATION THEORY
An organization, by its most basic definition, is an assembly of people working together to achieve common objectives through a division of labor. An organization provides a means of using individual strengths within a group to achieve more than can be accomplished by the aggregate efforts of group members working individually. Business organizations are formed to deliver goods or services to consumers in such a manner that they can realize a profit at the conclusion of the transaction. Over the years, business analysts, economists, and academic researchers have pondered several theories that attempt to explain the dynamics of business organizations, including the ways in which they make decisions, distribute power and control, resolve conflict, and promote or resist change. As Jeffrey Pfeffer summarized in New Directions for Organization Theory, organizational theory studies provide "an interdisciplinary focus on a) the effect of social organizations on the behavior and attitudes of individuals within them, b) the effects of individual characteristics and action on organization, …c) the performance, success, and survival of organizations, d) the mutual effects of environments, including resource and task, political, and cultural environments on organizations and vice versa, and e) concerns with both the epistemology and methodology that underly research on each of these topics."
Of the various organizational theories that have been studied in this realm, the open-systems theory has emerged as perhaps the most widely known, but others have their proponents as well. Indeed, some researchers into organizational theory propound a blending of various theories, arguing that an enterprise will embrace different organizational strategies in reaction to changes in its competitive circumstances, structural design, and experiences.
BACKGROUND
Modern American organization theory is rooted in concepts developed during the beginnings of the Industrial Revolution in the late 1800s and early 1900s. This is significant both because of what it includes (a western European, quantitative approach to management), and because of what it excludes (Arab, Asian and South American social and commercial models, many of which were more flexible, integrated with systems of family and government, and responsive to changing market conditions). Of import during that period was the research of German sociologist Max Weber (1864-1920). Weber believed that bureaucracies, staffed by bureaucrats, represented the ideal organizational form. Weber based his model bureaucracy on legal and absolute authority, logic, and order. In Weber's idealized organizational structure, responsibilities for workers are clearly defined and behavior is tightly controlled by rules, policies, and procedures.
Weber's theories of organizations, like others of the period, reflected an impersonal attitude toward the people in the organization. Indeed, the work force, with its personal frailties and imperfections, was regarded as a potential detriment to the efficiency of any system. Although his theories are now considered mechanistic and outdated, Weber's views on bureaucracy provided important insight into the era's conceptions of process efficiency, division of labor, and authority. They also pervade the daily operations of many school districts around the United States.
Another important contributor to organization theory in the early 1900s was Henri Fayol. He is credited with identifying strategic planning, staff recruitment, employee motivation, and employee guidance (via policies and procedures) as important management functions in creating and nourishing a successful organization.
Weber's and Fayol's theories found broad application in the early and mid-1900s, in part because of the influence of Frederick W. Taylor (1856-1915). In a 1911 book entitled Principles of Scientific Management, Taylor outlined his theories and eventually implemented them on American factory floors. He is credited with helping to define the role of training, wage incentives, employee selection, and work standards in organizational performance.
Researchers began to adopt a less mechanical view of organizations and to pay more attention to human influences in the 1930s. This development was motivated by several studies that shed light on the function of human fulfillment in organizations. The best known of these was probably the so-called Hawthorn Studies. These studies, conducted primarily under the direction of Harvard University researcher Elton Mayo, were conducted in the mid-1920s and 1930s at a Western Electric Company plant known as the Hawthorn Works. The company wanted to determine the degree to which working conditions affected output.
Surprisingly, the studies failed to show any significant positive correlations between workplace conditions and productivity. In one study, for example, worker productivity escalated when lighting was increased, but it also increased when illumination was decreased. The results of the studies demonstrated that the need for human caring (in this case, management’s interest in and response to employee needs) may have a greater influence on organizations than do mechanistic incentive systems. The legacy of the Hawthorn studies and other organizational research efforts of that period was an emphasis on the importance of individual and group interaction, humanistic management skills, and social relationships in the workplace.
The focus on human influences in organizations was reflected most noticeably by the integration of Abraham Maslow's "hierarchy of human needs" into organization theory. Maslow's theories introduced two important implications into organization theory. The first was that people have different needs and therefore need to be motivated by different incentives to achieve organizational objectives. The second of Maslow's theories held that people's needs change over time, meaning that as the needs of people lower in the hierarchy are met, new needs arise. These assumptions led to the recognition, for example, that assembly-line workers could be more productive if more of their personal needs were met, whereas past theories suggested that monetary rewards were the sole, or primary, motivators.
Douglas McGregor contrasted the organization theory that emerged during the mid-1900s to previous views. In the 1950s, McGregor offered his renowned Theory X and Theory Y to explain the differences. Theory X encompassed the old view of workers, which held that employees preferred to be directed, wanted to avoid responsibility, and cherished financial security above all else.
McGregor believed that organizations that embraced Theory Y were generally more productive. This theory held that humans can learn to accept and seek responsibility; most people possess a high degree of imaginative and problem-solving ability; employees are capable of effective self-direction; and that self-actualization is among the most important rewards that organizations can provide its workers.
OPEN-SYSTEMS THEORY
Traditional theories regarded organizations as closed systems that were autonomous and isolated from the outside world. In the 1960s, however, more holistic and humanistic ideologies emerged. Recognizing that traditional theory had failed to take into account many environmental influences that impacted the efficiency of organizations, most theorists and researchers embraced an open-systems view of organizations.
The term "open systems" reflected the newfound belief that all organizations are unique—in part because of the unique environment in which they operate—and that they should be structured to accommodate unique problems and opportunities. For example, research during the 1960s indicated that traditional bureaucratic organizations generally failed to succeed in environments where technologies or markets were rapidly changing. They also failed to realize the importance of regional cultural influences in motivating workers.
Environmental influences that affect open systems can be described as either specific or general. The specific environment refers to the network of suppliers, distributors, government agencies, and competitors with which a business enterprise interacts. The general environment encompasses four influences that emanate from the geographic area in which the organization operates. These are:
* Cultural values, which shape views about ethics and determine the relative importance of various issues.
* Economic conditions, which include economic upswings, recessions, regional unemployment, and many other regional factors that affect a company's ability to grow and prosper. Economic influences may also partially dictate an organization's role in the economy.
* Legal/political environment, which effectively helps to allocate power within a society and to enforce laws. The legal and political systems in which an open system operates can play a key role in determining the long-term stability and security of the organization's future. These systems are responsible for creating a fertile environment for the business community, but they are also responsible for ensuring—via regulations pertaining to operation and taxation—that the needs of the larger community are addressed.
* Quality of education, which is an important factor in high technology and other industries that require an educated work force. Businesses will be better able to fill such positions if they operate in geographic regions that feature a strong education system.
The open-systems theory also assumes that all large organizations are comprised of multiple subsystems, each of which receives inputs from other subsystems and turns them into outputs for use by other subsystems. The subsystems are not necessarily represented by departments in an organization, but might instead resemble patterns of activity.
An important distinction between open-systems theory and more traditional organization theories is that the former assumes a subsystem hierarchy, meaning that not all of the subsystems are equally essential. Furthermore, a failure in one subsystem will not necessarily thwart the entire system. By contrast, traditional mechanistic theories implied that a malfunction in any part of a system would have an equally debilitating impact.
BASIC ORGANIZATIONAL CHARACTERISTICS
Organizations differ greatly in size, function, and makeup. Nevertheless, the operations of nearly all organizations—from the multinational corporation to a a newly opened delicatessen—are based on a division of labor, a decision-making structure; and rules and policies. The degree of formality with which these aspects of business are approached vary tremendously within the business world, but these characteristics are inherent in any business enterprise that utilizes the talents of more than one person.
Organizations practice division of labor both vertically and horizontally. Vertical division includes three basic levels—top, middle, and bottom. The chief function of top managers, or executives, typically is to plan long-term strategy and oversee middle managers. Middle managers generally guide the day-to-day activities of the organization and administer top-level strategy. Low-level managers and laborers put strategy into action and perform the specific tasks necessary to keep the organization operating.
Organizations also divide labor horizontally by defining task groups, or departments, and assigning workers with applicable skills to those groups. Line units perform the basic functions of the business, while staff units support line units with expertise and services. In general, line units focus on supply, production, and distribution, while staff units deal mostly with internal operations and controls or public relations efforts.
Decision-making structures, the second basic organizational characteristic, are used to organize authority. These structures vary from operation to operation in their degree of centralization and decentralization. Centralized decision structures are referred to as "tall" organizations because important decisions usually emanate from a high level and are passed down through several channels until they reach the lower end of the hierarchy. Conversely, flat organizations, which have decentralized decision-making structures, employ only a few hierarchical levels. Such organizations are typically guided by a management philosophy that is favorably disposed toward some form of employee empowerment and individual autonomy.
A formalized system of rules and policies is the third standard organizational characteristic. Rules, policies, and procedures serve as templates of managerial guidance in all sectors of organizational production and behavior. They may document the most efficient means of accomplishing a task or provide standards for rewarding workers. Formalized rules provide managers with more time to spend on other problems and opportunities and help ensure that an organization's various subsystems are working in concert. Ill-conceived or poorly implemented rules, of course, can actually have a negative impact on business efforts to produce goods or services in a profitable or satisfactory manner.
Thus, organizations can be categorized as informal or formal, depending on the degree of formalization of rules within their structures. In formal organizations, say researchers, management has determined that a comparatively impersonal relationship between individuals and the company for which they work is viewed as the best environment for achieving organizational goals. Subordinates have less influence over the process in which they participate, with their duties more clearly defined.
Informal organizations, on the other hand, are less likely to adopt or adhere to a significant code of written rules or policies. Instead, individuals are more likely to adopt patterns of behavior that are influenced by a number of social and personal factors. Changes in the organization are less often the result of authoritative dictate and more often an outcome of collective agreement by members. Informal organizations tend to be more flexible and more reactive to outside influences. But some critics contend that such arrangements may also diminish the ability of top managers to effect rapid change.
ORGANIZATIONAL THEORY IN THE 1980S AND 1990S
By the 1980s several new organizational system theories received significant attention. These included Theory Z, a blending of American and Japanese management practices. This theory was a highly visible one, in part because of Japan's well-documented productivity improvements—and the United States' manufacturing difficulties—during that decade. Other theories, or adaptations of existing theories, emerged as well, which most observers saw as indicative of the ever-changing environment within business and industry.
The study of organizations and their management and production structures and philosophies continued to thrive throughout the 1990s. Indeed, an understanding of various organizational principles continues to be seen as vital to the success of all kinds of organizations—from government agencies to business—of all shapes and sizes, from conglomerates to small businesses. "As we observe how different professionals working in different kinds of organizations and occupational communities make their case, we see we are still far from having a single 'theory' of organization development," wrote Jay R. Galbraith in Competing with Flexible Lateral Organizations. "Yet, a set of common assumptions is surfacing. We are beginning to see patterns in what works and what does not work, and we are becoming more articulate about these patterns. We are also seeing the field increasingly connected to other organizational sciences and disciplines," such as information technology and coordination theory.
FURTHER READING:
Boje, D.M., R.P. Gephert Jr., and T.J. Thatchenkery, eds. Post-modern Management and Organization Theory. Sage, 1996.
Cherrington, David J. Organizational Behavior: The Management of Individual and Organizational Performance. Allyn and Bacon, 1994.
Galbraith, Jay R. Competing with Flexible Lateral Organizations. 2d ed. Addison-Wesley, 1994.
Gortner, Harold F., Julianne Mahler, and Jeanne Bell Nicholson. Organization Theory: A Public Perspective. 2d ed. Harcourt, 1997.
Hatch, Mary Jo. Organization Theory: Modern, Symbolic, and Postmodern Perspectives. OUP-USA, 1997.
Pfeffer, Jeffrey. New Directions for Organization Theory: Problems and Prospects. Oxford University Press, 1997.
1. What traits are likely to enable a leader to be successful in an organization? Why? What variables of the organization are most likely to impact a leader's ability to be effective?
2. Define the term organization.
3. What are the three basic characteristics of an organization?
4. What controls behavior in Weber's model of bureaucracy?
5. What concept did the Hawthorn effect demonstrate?
6. What is open-systems theory, and does it apply to schools? Why/why not?
7. Given what you learned in your reading of Senge, is your school a Learning Organization? Why/why not? What might a leader do to make it more of one?
In our first session we discussed leadership as a collection of actions or processes that enable groups of people to work together in productive and meaningful ways. We have learned that leadership is not a product of inherited traits such as height, gender or voice quality, but rather a combination of natural inclinations and learned skills.
A leader is nothing, however, without individuals who are willing to follow. It’s been said that, “A leader without followers is just a guy (or a gal) out for a walk.” Defining a role by context requires an examination of the context. Who are the followers, and how are they distinguished from the leader? How can a follower become a leader? How is the leader’s authority determined, and why do others recognize it?
Leaders work with groups of people who are united by purposes, philosophies, traits, geography, and religion, among other characteristics. A leader never succeeds alone (we’ll discuss this at some length later in the course). It is therefore impossible to discuss leadership without first examining organizations. Following is a brief description and history of organization theory and development.
ORGANIZATION THEORY
An organization, by its most basic definition, is an assembly of people working together to achieve common objectives through a division of labor. An organization provides a means of using individual strengths within a group to achieve more than can be accomplished by the aggregate efforts of group members working individually. Business organizations are formed to deliver goods or services to consumers in such a manner that they can realize a profit at the conclusion of the transaction. Over the years, business analysts, economists, and academic researchers have pondered several theories that attempt to explain the dynamics of business organizations, including the ways in which they make decisions, distribute power and control, resolve conflict, and promote or resist change. As Jeffrey Pfeffer summarized in New Directions for Organization Theory, organizational theory studies provide "an interdisciplinary focus on a) the effect of social organizations on the behavior and attitudes of individuals within them, b) the effects of individual characteristics and action on organization, …c) the performance, success, and survival of organizations, d) the mutual effects of environments, including resource and task, political, and cultural environments on organizations and vice versa, and e) concerns with both the epistemology and methodology that underly research on each of these topics."
Of the various organizational theories that have been studied in this realm, the open-systems theory has emerged as perhaps the most widely known, but others have their proponents as well. Indeed, some researchers into organizational theory propound a blending of various theories, arguing that an enterprise will embrace different organizational strategies in reaction to changes in its competitive circumstances, structural design, and experiences.
BACKGROUND
Modern American organization theory is rooted in concepts developed during the beginnings of the Industrial Revolution in the late 1800s and early 1900s. This is significant both because of what it includes (a western European, quantitative approach to management), and because of what it excludes (Arab, Asian and South American social and commercial models, many of which were more flexible, integrated with systems of family and government, and responsive to changing market conditions). Of import during that period was the research of German sociologist Max Weber (1864-1920). Weber believed that bureaucracies, staffed by bureaucrats, represented the ideal organizational form. Weber based his model bureaucracy on legal and absolute authority, logic, and order. In Weber's idealized organizational structure, responsibilities for workers are clearly defined and behavior is tightly controlled by rules, policies, and procedures.
Weber's theories of organizations, like others of the period, reflected an impersonal attitude toward the people in the organization. Indeed, the work force, with its personal frailties and imperfections, was regarded as a potential detriment to the efficiency of any system. Although his theories are now considered mechanistic and outdated, Weber's views on bureaucracy provided important insight into the era's conceptions of process efficiency, division of labor, and authority. They also pervade the daily operations of many school districts around the United States.
Another important contributor to organization theory in the early 1900s was Henri Fayol. He is credited with identifying strategic planning, staff recruitment, employee motivation, and employee guidance (via policies and procedures) as important management functions in creating and nourishing a successful organization.
Weber's and Fayol's theories found broad application in the early and mid-1900s, in part because of the influence of Frederick W. Taylor (1856-1915). In a 1911 book entitled Principles of Scientific Management, Taylor outlined his theories and eventually implemented them on American factory floors. He is credited with helping to define the role of training, wage incentives, employee selection, and work standards in organizational performance.
Researchers began to adopt a less mechanical view of organizations and to pay more attention to human influences in the 1930s. This development was motivated by several studies that shed light on the function of human fulfillment in organizations. The best known of these was probably the so-called Hawthorn Studies. These studies, conducted primarily under the direction of Harvard University researcher Elton Mayo, were conducted in the mid-1920s and 1930s at a Western Electric Company plant known as the Hawthorn Works. The company wanted to determine the degree to which working conditions affected output.
Surprisingly, the studies failed to show any significant positive correlations between workplace conditions and productivity. In one study, for example, worker productivity escalated when lighting was increased, but it also increased when illumination was decreased. The results of the studies demonstrated that the need for human caring (in this case, management’s interest in and response to employee needs) may have a greater influence on organizations than do mechanistic incentive systems. The legacy of the Hawthorn studies and other organizational research efforts of that period was an emphasis on the importance of individual and group interaction, humanistic management skills, and social relationships in the workplace.
The focus on human influences in organizations was reflected most noticeably by the integration of Abraham Maslow's "hierarchy of human needs" into organization theory. Maslow's theories introduced two important implications into organization theory. The first was that people have different needs and therefore need to be motivated by different incentives to achieve organizational objectives. The second of Maslow's theories held that people's needs change over time, meaning that as the needs of people lower in the hierarchy are met, new needs arise. These assumptions led to the recognition, for example, that assembly-line workers could be more productive if more of their personal needs were met, whereas past theories suggested that monetary rewards were the sole, or primary, motivators.
Douglas McGregor contrasted the organization theory that emerged during the mid-1900s to previous views. In the 1950s, McGregor offered his renowned Theory X and Theory Y to explain the differences. Theory X encompassed the old view of workers, which held that employees preferred to be directed, wanted to avoid responsibility, and cherished financial security above all else.
McGregor believed that organizations that embraced Theory Y were generally more productive. This theory held that humans can learn to accept and seek responsibility; most people possess a high degree of imaginative and problem-solving ability; employees are capable of effective self-direction; and that self-actualization is among the most important rewards that organizations can provide its workers.
OPEN-SYSTEMS THEORY
Traditional theories regarded organizations as closed systems that were autonomous and isolated from the outside world. In the 1960s, however, more holistic and humanistic ideologies emerged. Recognizing that traditional theory had failed to take into account many environmental influences that impacted the efficiency of organizations, most theorists and researchers embraced an open-systems view of organizations.
The term "open systems" reflected the newfound belief that all organizations are unique—in part because of the unique environment in which they operate—and that they should be structured to accommodate unique problems and opportunities. For example, research during the 1960s indicated that traditional bureaucratic organizations generally failed to succeed in environments where technologies or markets were rapidly changing. They also failed to realize the importance of regional cultural influences in motivating workers.
Environmental influences that affect open systems can be described as either specific or general. The specific environment refers to the network of suppliers, distributors, government agencies, and competitors with which a business enterprise interacts. The general environment encompasses four influences that emanate from the geographic area in which the organization operates. These are:
* Cultural values, which shape views about ethics and determine the relative importance of various issues.
* Economic conditions, which include economic upswings, recessions, regional unemployment, and many other regional factors that affect a company's ability to grow and prosper. Economic influences may also partially dictate an organization's role in the economy.
* Legal/political environment, which effectively helps to allocate power within a society and to enforce laws. The legal and political systems in which an open system operates can play a key role in determining the long-term stability and security of the organization's future. These systems are responsible for creating a fertile environment for the business community, but they are also responsible for ensuring—via regulations pertaining to operation and taxation—that the needs of the larger community are addressed.
* Quality of education, which is an important factor in high technology and other industries that require an educated work force. Businesses will be better able to fill such positions if they operate in geographic regions that feature a strong education system.
The open-systems theory also assumes that all large organizations are comprised of multiple subsystems, each of which receives inputs from other subsystems and turns them into outputs for use by other subsystems. The subsystems are not necessarily represented by departments in an organization, but might instead resemble patterns of activity.
An important distinction between open-systems theory and more traditional organization theories is that the former assumes a subsystem hierarchy, meaning that not all of the subsystems are equally essential. Furthermore, a failure in one subsystem will not necessarily thwart the entire system. By contrast, traditional mechanistic theories implied that a malfunction in any part of a system would have an equally debilitating impact.
BASIC ORGANIZATIONAL CHARACTERISTICS
Organizations differ greatly in size, function, and makeup. Nevertheless, the operations of nearly all organizations—from the multinational corporation to a a newly opened delicatessen—are based on a division of labor, a decision-making structure; and rules and policies. The degree of formality with which these aspects of business are approached vary tremendously within the business world, but these characteristics are inherent in any business enterprise that utilizes the talents of more than one person.
Organizations practice division of labor both vertically and horizontally. Vertical division includes three basic levels—top, middle, and bottom. The chief function of top managers, or executives, typically is to plan long-term strategy and oversee middle managers. Middle managers generally guide the day-to-day activities of the organization and administer top-level strategy. Low-level managers and laborers put strategy into action and perform the specific tasks necessary to keep the organization operating.
Organizations also divide labor horizontally by defining task groups, or departments, and assigning workers with applicable skills to those groups. Line units perform the basic functions of the business, while staff units support line units with expertise and services. In general, line units focus on supply, production, and distribution, while staff units deal mostly with internal operations and controls or public relations efforts.
Decision-making structures, the second basic organizational characteristic, are used to organize authority. These structures vary from operation to operation in their degree of centralization and decentralization. Centralized decision structures are referred to as "tall" organizations because important decisions usually emanate from a high level and are passed down through several channels until they reach the lower end of the hierarchy. Conversely, flat organizations, which have decentralized decision-making structures, employ only a few hierarchical levels. Such organizations are typically guided by a management philosophy that is favorably disposed toward some form of employee empowerment and individual autonomy.
A formalized system of rules and policies is the third standard organizational characteristic. Rules, policies, and procedures serve as templates of managerial guidance in all sectors of organizational production and behavior. They may document the most efficient means of accomplishing a task or provide standards for rewarding workers. Formalized rules provide managers with more time to spend on other problems and opportunities and help ensure that an organization's various subsystems are working in concert. Ill-conceived or poorly implemented rules, of course, can actually have a negative impact on business efforts to produce goods or services in a profitable or satisfactory manner.
Thus, organizations can be categorized as informal or formal, depending on the degree of formalization of rules within their structures. In formal organizations, say researchers, management has determined that a comparatively impersonal relationship between individuals and the company for which they work is viewed as the best environment for achieving organizational goals. Subordinates have less influence over the process in which they participate, with their duties more clearly defined.
Informal organizations, on the other hand, are less likely to adopt or adhere to a significant code of written rules or policies. Instead, individuals are more likely to adopt patterns of behavior that are influenced by a number of social and personal factors. Changes in the organization are less often the result of authoritative dictate and more often an outcome of collective agreement by members. Informal organizations tend to be more flexible and more reactive to outside influences. But some critics contend that such arrangements may also diminish the ability of top managers to effect rapid change.
ORGANIZATIONAL THEORY IN THE 1980S AND 1990S
By the 1980s several new organizational system theories received significant attention. These included Theory Z, a blending of American and Japanese management practices. This theory was a highly visible one, in part because of Japan's well-documented productivity improvements—and the United States' manufacturing difficulties—during that decade. Other theories, or adaptations of existing theories, emerged as well, which most observers saw as indicative of the ever-changing environment within business and industry.
The study of organizations and their management and production structures and philosophies continued to thrive throughout the 1990s. Indeed, an understanding of various organizational principles continues to be seen as vital to the success of all kinds of organizations—from government agencies to business—of all shapes and sizes, from conglomerates to small businesses. "As we observe how different professionals working in different kinds of organizations and occupational communities make their case, we see we are still far from having a single 'theory' of organization development," wrote Jay R. Galbraith in Competing with Flexible Lateral Organizations. "Yet, a set of common assumptions is surfacing. We are beginning to see patterns in what works and what does not work, and we are becoming more articulate about these patterns. We are also seeing the field increasingly connected to other organizational sciences and disciplines," such as information technology and coordination theory.
FURTHER READING:
Boje, D.M., R.P. Gephert Jr., and T.J. Thatchenkery, eds. Post-modern Management and Organization Theory. Sage, 1996.
Cherrington, David J. Organizational Behavior: The Management of Individual and Organizational Performance. Allyn and Bacon, 1994.
Galbraith, Jay R. Competing with Flexible Lateral Organizations. 2d ed. Addison-Wesley, 1994.
Gortner, Harold F., Julianne Mahler, and Jeanne Bell Nicholson. Organization Theory: A Public Perspective. 2d ed. Harcourt, 1997.
Hatch, Mary Jo. Organization Theory: Modern, Symbolic, and Postmodern Perspectives. OUP-USA, 1997.
Pfeffer, Jeffrey. New Directions for Organization Theory: Problems and Prospects. Oxford University Press, 1997.
Week 2 OA2: Thoughts from Max Weber
Please read the following quotes from Max Weber (with thanks to http://www.faculty.rsu.edu/~felwell/Theorists/Weber/words.htm), the German sociologist who created the concept of the bureaucracy. Choose one of the quotes and write a brief essay (no more than three double-spaced pages) in which you defend or refute Weber's point, using your personal experience and the information you've collected so far in our class. Please submit your essay either as a comment to this post or via email to dpreston.learning@gmail.com no later than 5:00 P.M. P.S.T. on Friday, February 1. Thanks!
Weber On bureaucracy:
"From a purely technical point of view, a bureaucracy is capable of attaining the highest degree of efficiency, and is in this sense formally the most rational known means of exercising authority over human beings. It is superior to any other form in precision, in stability, in the stringency of its discipline, and in its reliability. It thus makes possible a particularly high degree of calculability of results for the heads of the organization and for those acting in relation to it. It is finally superior both in intensive efficiency and in the scope of its operations and is formally capable of application to all kinds of administrative tasks (1921/1968, p. 223).
"The principles of office hierarchy and of levels of graded authority mean a firmly ordered system of supe- and subordination in which there is a supervision of the lower offices by the higher ones" (1946/1958, p. 197)
"No machinery in the world functions so precisely as this apparatus of men and, moreover, so cheaply. . .. Rational calculation . . . reduces every worker to a cog in this bureaucratic machine and, seeing himself in this light, he will merely ask how to transform himself into a somewhat bigger cog. . . . The passion for bureaucratization drives us to despair" (1921/1968: liii).
"The needs of mass administration make it today completely indispensable. The choice is only between bureaucracy and dilettantism in the field of administration" (1921/1968, p. 224).
"When those subject to bureaucratic control seek to escape the influence of existing bureaucratic apparatus, this is normally possible only by creating an organization of their own which is equally subject to the process of bureaucratization" (1921/1968, p. 224).
[Socialism] "would mean a tremendous increase in the importance of professional bureaucrats" (1921/1968, p. 224).
"Not summer's bloom lies ahead of us, but rather a polar night of icy darkness and hardness, no matter which group may triumph externally now" (1946/1958, p. 128).
"To this extent increasing bureaucratization is a function of the increasing possession of goods used for consumption, and of an increasingly sophisticated technique for fashioning external life--a technique which corresponds to the opportunities provided by such wealth" (1946/1958, p. 212).
"It is horrible to think that the world could one day be filled with nothing but those little cogs, little men clinging to little jobs and striving toward bigger ones--a state of affairs which is to be seen once more, as in the Egyptian records, playing an ever increasing part in the spirit of our present administrative systems, and especially of its offspring, the students. This passion for bureaucracy ...is enough to drive one to despair. It is as if in politics. . . we were to deliberately to become men who need "order" and nothing but order, become nervous and cowardly if for one moment this order wavers, and helpless if they are torn away from their total incorporation in it. That the world should know no men but these: it is in such an evolution that we are already caught up, and the great question is, therefore, not how we can promote and hasten it, but what can we oppose to this machinery in order to keep a portion of mankind free from this parceling-out of the soul, from this supreme mastery of the bureaucratic way of life."
"The state is a human community that (successfully) claims the monopoly of the legitimate use of force within a given territory"(1946/1958, p. 78).
"When fully developed, bureaucracy stands . . . under the principle of sine ira ac studio (without scorn and bias). Its specific nature which is welcomed by capitalism develops the more perfectly the more bureaucracy is 'dehumanized,' the more completely it succeeds in eliminating from official business love, hatred, and all purely personal, irrational and emotional elements which escape calculation. This is the specific nature of bureaucracy and it is appraised as its special virtue" (1946/1958, pp. 215-16).
"The decisive reason for the advance of bureaucratic organization has always been its purely technical superiority over any other kind of organization. The fully developed bureaucratic mechanism compares with other organizations exactly as does the machine with the non-mechanical modes of organization" (1946/1958, p. 214).
"Precision, speed, unambiguity, knowledge of the files, continuity, discretion, unity, strict subordination, reduction of friction and of material and personal costs--these are raised to the optimum point in the strictly bureaucratic organization" (1946/1958, p. 214).
"The apparatus (bureaucracy), with its peculiar impersonal character. . . is easily made to work for anybody who knows how to gain control over it. A rationally ordered system of officials continues to function smoothly after the enemy has occupied the area: he merely needs to change the top officials" (1946/1958, p. 229)
Weber On bureaucracy:
"From a purely technical point of view, a bureaucracy is capable of attaining the highest degree of efficiency, and is in this sense formally the most rational known means of exercising authority over human beings. It is superior to any other form in precision, in stability, in the stringency of its discipline, and in its reliability. It thus makes possible a particularly high degree of calculability of results for the heads of the organization and for those acting in relation to it. It is finally superior both in intensive efficiency and in the scope of its operations and is formally capable of application to all kinds of administrative tasks (1921/1968, p. 223).
"The principles of office hierarchy and of levels of graded authority mean a firmly ordered system of supe- and subordination in which there is a supervision of the lower offices by the higher ones" (1946/1958, p. 197)
"No machinery in the world functions so precisely as this apparatus of men and, moreover, so cheaply. . .. Rational calculation . . . reduces every worker to a cog in this bureaucratic machine and, seeing himself in this light, he will merely ask how to transform himself into a somewhat bigger cog. . . . The passion for bureaucratization drives us to despair" (1921/1968: liii).
"The needs of mass administration make it today completely indispensable. The choice is only between bureaucracy and dilettantism in the field of administration" (1921/1968, p. 224).
"When those subject to bureaucratic control seek to escape the influence of existing bureaucratic apparatus, this is normally possible only by creating an organization of their own which is equally subject to the process of bureaucratization" (1921/1968, p. 224).
[Socialism] "would mean a tremendous increase in the importance of professional bureaucrats" (1921/1968, p. 224).
"Not summer's bloom lies ahead of us, but rather a polar night of icy darkness and hardness, no matter which group may triumph externally now" (1946/1958, p. 128).
"To this extent increasing bureaucratization is a function of the increasing possession of goods used for consumption, and of an increasingly sophisticated technique for fashioning external life--a technique which corresponds to the opportunities provided by such wealth" (1946/1958, p. 212).
"It is horrible to think that the world could one day be filled with nothing but those little cogs, little men clinging to little jobs and striving toward bigger ones--a state of affairs which is to be seen once more, as in the Egyptian records, playing an ever increasing part in the spirit of our present administrative systems, and especially of its offspring, the students. This passion for bureaucracy ...is enough to drive one to despair. It is as if in politics. . . we were to deliberately to become men who need "order" and nothing but order, become nervous and cowardly if for one moment this order wavers, and helpless if they are torn away from their total incorporation in it. That the world should know no men but these: it is in such an evolution that we are already caught up, and the great question is, therefore, not how we can promote and hasten it, but what can we oppose to this machinery in order to keep a portion of mankind free from this parceling-out of the soul, from this supreme mastery of the bureaucratic way of life."
"The state is a human community that (successfully) claims the monopoly of the legitimate use of force within a given territory"(1946/1958, p. 78).
"When fully developed, bureaucracy stands . . . under the principle of sine ira ac studio (without scorn and bias). Its specific nature which is welcomed by capitalism develops the more perfectly the more bureaucracy is 'dehumanized,' the more completely it succeeds in eliminating from official business love, hatred, and all purely personal, irrational and emotional elements which escape calculation. This is the specific nature of bureaucracy and it is appraised as its special virtue" (1946/1958, pp. 215-16).
"The decisive reason for the advance of bureaucratic organization has always been its purely technical superiority over any other kind of organization. The fully developed bureaucratic mechanism compares with other organizations exactly as does the machine with the non-mechanical modes of organization" (1946/1958, p. 214).
"Precision, speed, unambiguity, knowledge of the files, continuity, discretion, unity, strict subordination, reduction of friction and of material and personal costs--these are raised to the optimum point in the strictly bureaucratic organization" (1946/1958, p. 214).
"The apparatus (bureaucracy), with its peculiar impersonal character. . . is easily made to work for anybody who knows how to gain control over it. A rationally ordered system of officials continues to function smoothly after the enemy has occupied the area: he merely needs to change the top officials" (1946/1958, p. 229)
Wednesday, January 23, 2008
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