The Structure(s) of Work
The Ideal Type
The Ideal Type• A heuristic device• A conceptually pure but realistically  impossible construct• Meant as a contrast to re...
<BureaucraticDysfunctions>
Organisations in THEORY are:• Efficiently functioning systems• Collectivities united by pursuit of common  goal• Objective...
but in PRACTICE?
Exercise #1Revealing the unofficial / informal      side of organisation
Organisational Contradictions
Formal Rationality vs. Material Rationality
The Jobsworth Problem
Culture
“Rites”and “Rituals”
Legend /  Myth
Consulting Firm• Jargon – ‘dingdongdingdong’• Artifacts -• Rituals – coffee-making, writing first proposal, first client  ...
Banking Software Company• Jargon – source-code• Artifacts – boarding pass• Rituals –• Myths – intellect of Goh Peng Ooi• S...
Private International School• Jargon – sugar daddy,• Artifacts – gifts for dignataries, new cars,• Rituals – 6 hour meetin...
Cayce’s job?
Micropolitics
If true power does NOT  reside in ‘bureaucracy’  and formal rationality,then in where does it lie?
Do you have  a gift to share? Can you resolvescenarios for which  no manual was     written?Have you silenced the lizard b...
<The Post- BureaucraticOrganisation?>
Outsourcing
Independent Teams
Virtual
Marketization
Marketization of the Firm• Teams have their own P&Ls’, revenue  targets and even acquire businesses i.e.  they’re a “busin...
Lecture5
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Lecture5
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Lecture5

  1. 1. The Structure(s) of Work
  2. 2. The Ideal Type
  3. 3. 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
  4. 4. <BureaucraticDysfunctions>
  5. 5. 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
  6. 6. but in PRACTICE?
  7. 7. Exercise #1Revealing the unofficial / informal side of organisation
  8. 8. Organisational Contradictions
  9. 9. Formal Rationality vs. Material Rationality
  10. 10. The Jobsworth Problem
  11. 11. Culture
  12. 12. “Rites”and “Rituals”
  13. 13. Legend / Myth
  14. 14. 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’
  15. 15. 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
  16. 16. 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
  17. 17. Cayce’s job?
  18. 18. Micropolitics
  19. 19. If true power does NOT reside in ‘bureaucracy’ and formal rationality,then in where does it lie?
  20. 20. Do you have a gift to share? Can you resolvescenarios for which no manual was written?Have you silenced the lizard brain?
  21. 21. <The Post- BureaucraticOrganisation?>
  22. 22. Outsourcing
  23. 23. Independent Teams
  24. 24. Virtual
  25. 25. Marketization
  26. 26. 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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