The Ideal Type• A heuristic device• A conceptually pure but realistically impossible construct• Meant as a contrast to real-world scenarios• ‘Ideal type’ bureaucracy / rationality not about efficiency ~ Weber
Organisations in THEORY are:• Efficiently functioning systems• Collectivities united by pursuit of common goal• Objective and systematically created group(s) of people with clearly defined and mutually compatible roles and interests, working together to achieve a consensual vision
Consulting Firm• Jargon – ‘dingdongdingdong’• Artifacts -• Rituals – coffee-making, writing first proposal, first client presentation, first oversease project, etc.• Myths – who’s sleeping with who?• Sagas – how Petronas project was won…• Heroes – Kevin Hew (top Principal graduated from Canada)• Norms – the “friendly firm”• Good / bad actions – winning project, pissed off partner’s secretary• Rewards and punishments – overseas trip, assigned to department X, ‘scribal’ duty, unassigned, ‘training’
Banking Software Company• Jargon – source-code• Artifacts – boarding pass• Rituals –• Myths – intellect of Goh Peng Ooi• Sagas –• Heroes – country managers and project managers• Norms – late nights• Good / bad actions – staying late, never questioning project managers,• Rewards and punishments – bonuses, cold storaged
Private International School• Jargon – sugar daddy,• Artifacts – gifts for dignataries, new cars,• Rituals – 6 hour meetings on Friday(!)• Myths – events involving boss,• Sagas – surviving lawsuit• Heroes – anyone performing above norm• Norms – no one questions leaders, talk about vision in public,• Good / bad actions – protocol for GOH,• Rewards and punishments – cold storage, overseas conferences
Marketization of the Firm• Teams have their own P&Ls’, revenue targets and even acquire businesses i.e. they’re a “business within a business”• Teams can reject the offerings of other departments• Teams encouraged to compete with each other (for business) in the department• Teams seek outside sources of revenue
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