This document discusses the concept of globalization from several perspectives. It begins by defining globalization as the process of international integration arising from the interchange of ideas, products, and culture facilitated by advances in transportation and communication technology. While some trace globalization's origins far back in history, others see it emerging more strongly in modern times with growing economic and cultural interconnectedness in the late 19th and early 20th centuries. The document then examines several aspects and impacts of globalization identified by the IMF as well as linked environmental challenges. It provides definitions and discussions of globalization from scholars and authors to capture its key elements of extensity, intensity, velocity, and impact on business, work, economics, culture and the environment on a global
Effects of globalization on public administrationamanlodha5
Globalization has significantly impacted public administration in India. It has led to changes like making governments more entrepreneurial and efficient through New Public Management techniques. Bureaucracies now aim to be facilitators of change rather than obstacles. E-governance uses technology and transparency to make administration more responsive to citizens. Overall, globalization has shifted power from nation-states to international actors and increased demands on governments, transforming how public administration functions.
The document discusses the term "global governance" and how it lacks a universally accepted definition. It notes that while governance is not equivalent to government, it refers to establishing rules and institutions to facilitate cooperation between interdependent actors. The document examines definitions of governance provided by other scholars and argues they blur the distinction between bargaining and enforcing agreements. It states globalization connects to global governance as problems increase in scope beyond the capacity of individual states, requiring them to delegate authority. In conclusion, global governance is described as the governing of relationships across borders in the absence of a world government through cooperative institutions and processes.
This paper analyzes how New York City created new economic and political institutions over the 21st century to diversify its economy away from a dependence on cyclical industries like finance. The creation of institutions like the New York City Economic Development Corporation helped strategically invest in new technologies, education programs, and entrepreneurship to support long-term growth in fields like biotechnology and high tech. These new inclusive institutions aligned incentives for economic actors and facilitated local prosperity, despite not being centrally planned but rather evolving organically in response to economic shifts, technology changes, and other forces.
Micro, Small, and Medium Sized Enterprises’ (MSMEs) Participation in Peacebui...Dr. Amarjeet Singh
The academic literature has provided substantial
amount of suggestions on broad concepts of business fostering
peace in the community just by doing its operations properly.
However, many could contend if these businesses could be
urged to perform larger roles as agents for peace.
Consequently, the desire to have businesses, particularly the
Micro, Small and Medium Enterprise (MSME), to act as key
players in peacebuilding largely depends on the understanding
of what could motivate them in acting such key role and what
could possibly hinder them in doing the same. Thus, this study
is an exploration of the motivators and challenges of MSMEs
in acting as main agents for peacebuilding. The study utilized
a descriptive research design involving thirty conveniently
sampled MSMEs in Butuan City, Philippines. A researchermade questionnaire was used as data gathering tool. A
multivariate analysis was done to analyse the effect of
participation and perceived risk in the identified motivators
and barriers. The results of the study revealed thatinternal
motivators are the greatest motivators in acting for peace.In
addition, financial and political reasons are strong barriers for
MSMEs to participate in peacebuilding. Finally, the study
found that Level of Perceived Risk and Participation
significantly affects the type of motivators and barriers
MSMEs face in peacebuilding movements.
This document summarizes earlier research on the relationship between NGOs and the United Nations, and the role of NGOs in global governance. Scholars have found that NGOs are increasingly influential international actors, but theories of international relations traditionally focus only on states. Research also shows that effective global governance requires cooperation between states and non-state actors like NGOs. While NGOs are omnipresent in UN processes, their influence is still limited within the UN which is primarily a conglomerate of nation-states. The document examines ways to enhance NGO participation and influence in UN decision-making.
Scenarios, Black Swans, and AssumptionsRichard Lum
Presentation in April 2015 to the Asia Pacific Center for Security Studies about applying a futures perspective to anticipating the futures of conflict in the Asia-Pacific region.
Lecture 10 global governance and power over lifedavid roberts
Global governance involves the management of global political and economic issues in the absence of a world government. It expresses power over life in three ways - through material forms like economic and military power; by promoting masculine and patriarchal values; and by projecting liberal ideologies as neutral truths. Critics argue that global governance uses governmentality to exert power over planetary life through institutions and networks that disseminate liberal norms in order to manage and discipline global populations. Understanding global governance as technical, material and ideological reveals the structures and rationalities of power behind international phenomena.
The document discusses the evolution of the concept of development administration from the 1960s to present. It began as a way to apply public administration principles to achieving development goals in developing countries. Development administration aims to guide government action toward development objectives and ensure administrative innovation. It focuses on providing key inputs like skilled manpower, finances, infrastructure, information, citizen participation, and legitimate power to drive development. There is no consensus model as administrative needs vary between cultures and stages of development. The field of development administration rose in popularity post-WWII but declined as other development paradigms emerged.
Effects of globalization on public administrationamanlodha5
Globalization has significantly impacted public administration in India. It has led to changes like making governments more entrepreneurial and efficient through New Public Management techniques. Bureaucracies now aim to be facilitators of change rather than obstacles. E-governance uses technology and transparency to make administration more responsive to citizens. Overall, globalization has shifted power from nation-states to international actors and increased demands on governments, transforming how public administration functions.
The document discusses the term "global governance" and how it lacks a universally accepted definition. It notes that while governance is not equivalent to government, it refers to establishing rules and institutions to facilitate cooperation between interdependent actors. The document examines definitions of governance provided by other scholars and argues they blur the distinction between bargaining and enforcing agreements. It states globalization connects to global governance as problems increase in scope beyond the capacity of individual states, requiring them to delegate authority. In conclusion, global governance is described as the governing of relationships across borders in the absence of a world government through cooperative institutions and processes.
This paper analyzes how New York City created new economic and political institutions over the 21st century to diversify its economy away from a dependence on cyclical industries like finance. The creation of institutions like the New York City Economic Development Corporation helped strategically invest in new technologies, education programs, and entrepreneurship to support long-term growth in fields like biotechnology and high tech. These new inclusive institutions aligned incentives for economic actors and facilitated local prosperity, despite not being centrally planned but rather evolving organically in response to economic shifts, technology changes, and other forces.
Micro, Small, and Medium Sized Enterprises’ (MSMEs) Participation in Peacebui...Dr. Amarjeet Singh
The academic literature has provided substantial
amount of suggestions on broad concepts of business fostering
peace in the community just by doing its operations properly.
However, many could contend if these businesses could be
urged to perform larger roles as agents for peace.
Consequently, the desire to have businesses, particularly the
Micro, Small and Medium Enterprise (MSME), to act as key
players in peacebuilding largely depends on the understanding
of what could motivate them in acting such key role and what
could possibly hinder them in doing the same. Thus, this study
is an exploration of the motivators and challenges of MSMEs
in acting as main agents for peacebuilding. The study utilized
a descriptive research design involving thirty conveniently
sampled MSMEs in Butuan City, Philippines. A researchermade questionnaire was used as data gathering tool. A
multivariate analysis was done to analyse the effect of
participation and perceived risk in the identified motivators
and barriers. The results of the study revealed thatinternal
motivators are the greatest motivators in acting for peace.In
addition, financial and political reasons are strong barriers for
MSMEs to participate in peacebuilding. Finally, the study
found that Level of Perceived Risk and Participation
significantly affects the type of motivators and barriers
MSMEs face in peacebuilding movements.
This document summarizes earlier research on the relationship between NGOs and the United Nations, and the role of NGOs in global governance. Scholars have found that NGOs are increasingly influential international actors, but theories of international relations traditionally focus only on states. Research also shows that effective global governance requires cooperation between states and non-state actors like NGOs. While NGOs are omnipresent in UN processes, their influence is still limited within the UN which is primarily a conglomerate of nation-states. The document examines ways to enhance NGO participation and influence in UN decision-making.
Scenarios, Black Swans, and AssumptionsRichard Lum
Presentation in April 2015 to the Asia Pacific Center for Security Studies about applying a futures perspective to anticipating the futures of conflict in the Asia-Pacific region.
Lecture 10 global governance and power over lifedavid roberts
Global governance involves the management of global political and economic issues in the absence of a world government. It expresses power over life in three ways - through material forms like economic and military power; by promoting masculine and patriarchal values; and by projecting liberal ideologies as neutral truths. Critics argue that global governance uses governmentality to exert power over planetary life through institutions and networks that disseminate liberal norms in order to manage and discipline global populations. Understanding global governance as technical, material and ideological reveals the structures and rationalities of power behind international phenomena.
The document discusses the evolution of the concept of development administration from the 1960s to present. It began as a way to apply public administration principles to achieving development goals in developing countries. Development administration aims to guide government action toward development objectives and ensure administrative innovation. It focuses on providing key inputs like skilled manpower, finances, infrastructure, information, citizen participation, and legitimate power to drive development. There is no consensus model as administrative needs vary between cultures and stages of development. The field of development administration rose in popularity post-WWII but declined as other development paradigms emerged.
The document outlines the evolution of paradigms in public administration from 1900 to the present. It discusses 6 paradigms: 1) politics/administration dichotomy from 1900-1926, 2) the principles of administration from 1926-1937, 3) public administration as a political science from 1950-1970, 4) public administration as management from 1956-1970, 5) public administration as public administration from 1970 onward, and 6) from government to governance from 1990 onward. Each paradigm represented shifts in the conceptualization and study of public administration.
Man and Creativity: A Contrastive Analysis between Western and Islamic Psycho...Mohd Abbas Abdul Razak
Among all creations of God living on this planet, Man is the most intelligent, innovative and creative.
Imbued with these qualities, Man was able to plan, create and recreate new things using the resources
available in the environment. Man’s position as God’s best creation and as the recipient of the creative
intelligence from his Creator has further advanced him in mastering science and technology. As a result
of his advancement in knowledge and science in one way or another has ushered Man into creating great
civilizations. While the discussion goes on as to whether Man’s creativity is an inborn or a learned
behaviour, this paper intends to explore and analyze some of the existing concepts of human creativity
found in Western and Islamic psychologies. Very particularly, the researchers would like to examine the
concept of creativity put forward by Freudian Psychoanalysis, Behaviorist, Humanistic and Islamic
psychologies. It is expected that the findings of this research can motivate mankind to be more dynamic
and productive in bringing much needed positive change to present world conditions.
Effects of spiritual capital on muslim economy the case of malaysiaAlexander Decker
This document discusses the effects of spiritual capital on the Muslim economy in Malaysia. It focuses on how the shared Islamic beliefs of the Malay people helped project their economy from one that was previously disadvantaged to one that is now looked to as a leader in Islamic finance. Three key Islamic institutions in Malaysia - Islamic financial institutions, zakat institutions, and waqf institutions - are examined in terms of how they have positively contributed to the micro and macro economy through savings, consumption, investment, growth, and poverty alleviation. The introduction of these institutions is linked to an Islamic resurgence movement in Malaysia that sought to re-establish Islamic values and practices in government and society following the secularization that occurred during colonial rule.
11.effects of spiritual capital on muslim economy the case of malaysiaAlexander Decker
This document summarizes research on the effects of spiritual capital on the Muslim economy in Malaysia. It focuses on three key Islamic institutions in Malaysia - Islamic financial institutions, Zakat institutions, and Waqaf institutions - and how they have positively contributed to the micro and macro economy. These institutions have helped boost savings, consumption, investment, economic growth, and poverty alleviation. The study examines how the coming together of Malay Muslims based on their shared Islamic beliefs has strengthened the overall economy and projected Malaysia as a leader in Islamic economics globally.
The document discusses how globalization has impacted organizational structures and brought about changes in both private and public sector organizations. It outlines Weber's traditional bureaucratic organization model and how it is too rigid for today's globalized world. Modern global organizations have adopted network, cellular, and virtual structures that are flatter, less hierarchical, and more flexible. Public administration is also facing challenges from globalization, as traditional bureaucratic models are inefficient. The document suggests elements of new public administration, like lean states, separation of decision-making levels, and focus on results and customer service. It questions whether public administration in the Philippines has embraced necessary reforms.
Globalization, nationalism, and public administration present challenges and opportunities:
1. Globalization increases economic integration worldwide while nationalism promotes unique national identity, creating tensions.
2. Globalization impacts governance by increasing the influence of private actors and reducing the state's role, though the state still regulates economic policies.
3. It also blurs public-private distinctions as private firms provide more public services while governments operate more like businesses.
Environmental factors and entrepreneurship development1sameershare
This document discusses environmental factors that influence entrepreneurship development in Nigeria. It examines some of Nigeria's policy programs aimed at entrepreneurship development and finds that most are moribund or ineffective. Specifically, it finds that many programs have been discontinued by successive governments or lack adequate resources for operation. Where programs are still in place, their impact is not felt across all societal levels due to a skewed implementation. The document recommends auditing programs to avoid duplication, ensuring continuity of implementation, expanding credit institutions' activities beyond current areas, and sustained entrepreneurship education programs.
1. The document discusses the concept of global governance and defines it as the system of global institutions and actors, both state and non-state, that work to manage global issues and interdependencies through cooperation and consensus building.
2. It explores the concept of a "harmonious global society" put forward by Chinese scholars, which envisions a society of states and peoples living in harmony based on principles of peaceful coexistence.
3. The document argues that mature global governance is not possible without moving toward a model of harmonious global society, and that China's concept takes a innovative, post-realist approach by applying principles of peaceful coexistence not just to strengthen states but also to shape an emerging cooperative global order
NGOs and Theri Role in the Global South The International Journal for Not for...Monsiapile Kajimbwa
The document discusses the roles and functions of NGOs in the Global South. It begins by defining NGOs and explaining that they exist due to both the retreat of centralized government and increased interest from donors in channeling aid through NGOs. It then argues that while NGOs traditionally implemented their own programs, they should now focus on building community capacity for sustainable livelihoods and helping Southern NGOs achieve their goals. The number of NGOs has grown dramatically in both developing and developed countries in recent decades due to these factors.
The document discusses different theories of international relations that were covered in a class, including social constructivism and feminism. It provides an overview of constructivism and how identities shape interests and relations. It also examines feminist approaches in IR, noting they make women visible, analyze how gender inequalities are embedded in practices, and empower women's perspectives in understanding international politics.
An excerpt from my Ph.D. dissertation on the concept of creative bureaucracy. Talk given in Vienna at the request of the Wirtschaftsuniversität's Public Policy research group.
The document discusses key concepts and definitions in public administration. It defines public administration as a type of cooperative human action that involves planning and rational coordination within government systems. Administration involves both organization, which is the structure of roles and relationships, and management, which refers to the functions of planning, organizing, staffing, directing, coordinating, reporting and budgeting. Public administration differs from private administration in its goal of serving the public interest and providing public goods rather than seeking private profit.
Accountability in Complex Organizations: World Bank Responses to Civil SocietyDr Lendy Spires
This summary provides an overview of the document in 3 sentences:
The document discusses accountability mechanisms currently in place at the World Bank in response to civil society pressure over several decades. It analyzes accountability at four levels - staff, projects, policies, and board governance - and finds that while civil society has influenced accountability at the project and policy levels, deeper structural issues around staff incentives and board governance remain challenges. The incentives for World Bank staff prioritize technical expertise, quick disbursement, and deference to governments over meaningful participation and accountability to affected communities.
The document discusses the meaning and evolution of "public" in public administration and argues that voluntary sector management falls within the scope of public administration. It defines three meanings of "public" - as government organizations, as providers of public goods and services, and as governance for the public interest. All organizations exist on a continuum of publicness and privateness. Voluntary sector organizations, while not governmental, still aim to serve the public interest and provide public goods, placing their management within the domain of public administration.
Autumn 2012, Labor and Globalization -- Concept PiecesStephen Cheng
This is a series of reading responses I wrote from September 2012 to December 2012 while at CUNY for a labor studies course led by Professor Ian MacDonald, currently at University of Montreal. I am posting them in one document as a set of concept pieces. I may eventually publish a revised version with a full list of bibliographic sources. New articles based on these concept pieces may also follow.
This document discusses the shift from government to governance in public policy. It defines government as the practice of politics, policy, and administration within the state, while governance refers to the co-production of public services by both governmental and non-governmental actors and organizations through cooperation and competition. Key aspects of governance include policy networks between public and private institutions, and greater parental involvement and school autonomy in education policy since 1988 in Britain. The document also examines the concepts of governmentality and control societies in analyzing power and surveillance in neoliberal states.
Politics of Corporate Investment, Trade and Global GovernanceJeffrey Harrod
Forty-eight slides used in the presentation of a 16 session course of the same name. Begins with and introduction to the global political economy as the setting for corporate foreign investment and trade. The slides enable to course to be followed and provide examples, critical analysis and new information..
A New Perspective on Organizational Culture In Emergency SituationsCSCJournals
Many studies consider organizational culture (OC) responsible for successful companies. It is a unique element that can shape the identity of each business. Companies around the world invest time and energy to build their best working culture. Moreover, the year 2020 proved that pandemic crises, within a short period, can challenge what companies have done for years. Modern economy and its OC are profoundly affected by this unprecedented situation.
This study is exploratory and aims to have new insights on the OC in emergencies caused by global pandemics. Academic literature and international media are used to analyze the situation, seeking to explore a new approach toward the way businesses changed their activity. As a result, a curve is proposed about the organizational culture changes due to an emergency.
El psicologo ante el enfermo en situacion terminalClaudia Aracely
Este documento discute el papel del psicólogo en el tratamiento de pacientes terminales. Explica que muchos ancianos sufren enfermedades incurables que causan mucho dolor antes de la muerte. El enfoque paliativo busca mejorar el bienestar del paciente en lugar de curar la enfermedad. Los psicólogos, trabajando en equipo, son fundamentales para investigar y tratar los problemas físicos, emocionales y espirituales de los pacientes terminales.
General Dempsey - Answers to Senate Armed Svcs Cmte Advance Policy Questions ...Military Matters
General Martin E. Dempsey, USA, Answers to Advance Policy Questions submitted to Senate Armed Services Committee for his Nomination for the Position of Chairman of the Joint Chiefs of Staff
The document outlines the evolution of paradigms in public administration from 1900 to the present. It discusses 6 paradigms: 1) politics/administration dichotomy from 1900-1926, 2) the principles of administration from 1926-1937, 3) public administration as a political science from 1950-1970, 4) public administration as management from 1956-1970, 5) public administration as public administration from 1970 onward, and 6) from government to governance from 1990 onward. Each paradigm represented shifts in the conceptualization and study of public administration.
Man and Creativity: A Contrastive Analysis between Western and Islamic Psycho...Mohd Abbas Abdul Razak
Among all creations of God living on this planet, Man is the most intelligent, innovative and creative.
Imbued with these qualities, Man was able to plan, create and recreate new things using the resources
available in the environment. Man’s position as God’s best creation and as the recipient of the creative
intelligence from his Creator has further advanced him in mastering science and technology. As a result
of his advancement in knowledge and science in one way or another has ushered Man into creating great
civilizations. While the discussion goes on as to whether Man’s creativity is an inborn or a learned
behaviour, this paper intends to explore and analyze some of the existing concepts of human creativity
found in Western and Islamic psychologies. Very particularly, the researchers would like to examine the
concept of creativity put forward by Freudian Psychoanalysis, Behaviorist, Humanistic and Islamic
psychologies. It is expected that the findings of this research can motivate mankind to be more dynamic
and productive in bringing much needed positive change to present world conditions.
Effects of spiritual capital on muslim economy the case of malaysiaAlexander Decker
This document discusses the effects of spiritual capital on the Muslim economy in Malaysia. It focuses on how the shared Islamic beliefs of the Malay people helped project their economy from one that was previously disadvantaged to one that is now looked to as a leader in Islamic finance. Three key Islamic institutions in Malaysia - Islamic financial institutions, zakat institutions, and waqf institutions - are examined in terms of how they have positively contributed to the micro and macro economy through savings, consumption, investment, growth, and poverty alleviation. The introduction of these institutions is linked to an Islamic resurgence movement in Malaysia that sought to re-establish Islamic values and practices in government and society following the secularization that occurred during colonial rule.
11.effects of spiritual capital on muslim economy the case of malaysiaAlexander Decker
This document summarizes research on the effects of spiritual capital on the Muslim economy in Malaysia. It focuses on three key Islamic institutions in Malaysia - Islamic financial institutions, Zakat institutions, and Waqaf institutions - and how they have positively contributed to the micro and macro economy. These institutions have helped boost savings, consumption, investment, economic growth, and poverty alleviation. The study examines how the coming together of Malay Muslims based on their shared Islamic beliefs has strengthened the overall economy and projected Malaysia as a leader in Islamic economics globally.
The document discusses how globalization has impacted organizational structures and brought about changes in both private and public sector organizations. It outlines Weber's traditional bureaucratic organization model and how it is too rigid for today's globalized world. Modern global organizations have adopted network, cellular, and virtual structures that are flatter, less hierarchical, and more flexible. Public administration is also facing challenges from globalization, as traditional bureaucratic models are inefficient. The document suggests elements of new public administration, like lean states, separation of decision-making levels, and focus on results and customer service. It questions whether public administration in the Philippines has embraced necessary reforms.
Globalization, nationalism, and public administration present challenges and opportunities:
1. Globalization increases economic integration worldwide while nationalism promotes unique national identity, creating tensions.
2. Globalization impacts governance by increasing the influence of private actors and reducing the state's role, though the state still regulates economic policies.
3. It also blurs public-private distinctions as private firms provide more public services while governments operate more like businesses.
Environmental factors and entrepreneurship development1sameershare
This document discusses environmental factors that influence entrepreneurship development in Nigeria. It examines some of Nigeria's policy programs aimed at entrepreneurship development and finds that most are moribund or ineffective. Specifically, it finds that many programs have been discontinued by successive governments or lack adequate resources for operation. Where programs are still in place, their impact is not felt across all societal levels due to a skewed implementation. The document recommends auditing programs to avoid duplication, ensuring continuity of implementation, expanding credit institutions' activities beyond current areas, and sustained entrepreneurship education programs.
1. The document discusses the concept of global governance and defines it as the system of global institutions and actors, both state and non-state, that work to manage global issues and interdependencies through cooperation and consensus building.
2. It explores the concept of a "harmonious global society" put forward by Chinese scholars, which envisions a society of states and peoples living in harmony based on principles of peaceful coexistence.
3. The document argues that mature global governance is not possible without moving toward a model of harmonious global society, and that China's concept takes a innovative, post-realist approach by applying principles of peaceful coexistence not just to strengthen states but also to shape an emerging cooperative global order
NGOs and Theri Role in the Global South The International Journal for Not for...Monsiapile Kajimbwa
The document discusses the roles and functions of NGOs in the Global South. It begins by defining NGOs and explaining that they exist due to both the retreat of centralized government and increased interest from donors in channeling aid through NGOs. It then argues that while NGOs traditionally implemented their own programs, they should now focus on building community capacity for sustainable livelihoods and helping Southern NGOs achieve their goals. The number of NGOs has grown dramatically in both developing and developed countries in recent decades due to these factors.
The document discusses different theories of international relations that were covered in a class, including social constructivism and feminism. It provides an overview of constructivism and how identities shape interests and relations. It also examines feminist approaches in IR, noting they make women visible, analyze how gender inequalities are embedded in practices, and empower women's perspectives in understanding international politics.
An excerpt from my Ph.D. dissertation on the concept of creative bureaucracy. Talk given in Vienna at the request of the Wirtschaftsuniversität's Public Policy research group.
The document discusses key concepts and definitions in public administration. It defines public administration as a type of cooperative human action that involves planning and rational coordination within government systems. Administration involves both organization, which is the structure of roles and relationships, and management, which refers to the functions of planning, organizing, staffing, directing, coordinating, reporting and budgeting. Public administration differs from private administration in its goal of serving the public interest and providing public goods rather than seeking private profit.
Accountability in Complex Organizations: World Bank Responses to Civil SocietyDr Lendy Spires
This summary provides an overview of the document in 3 sentences:
The document discusses accountability mechanisms currently in place at the World Bank in response to civil society pressure over several decades. It analyzes accountability at four levels - staff, projects, policies, and board governance - and finds that while civil society has influenced accountability at the project and policy levels, deeper structural issues around staff incentives and board governance remain challenges. The incentives for World Bank staff prioritize technical expertise, quick disbursement, and deference to governments over meaningful participation and accountability to affected communities.
The document discusses the meaning and evolution of "public" in public administration and argues that voluntary sector management falls within the scope of public administration. It defines three meanings of "public" - as government organizations, as providers of public goods and services, and as governance for the public interest. All organizations exist on a continuum of publicness and privateness. Voluntary sector organizations, while not governmental, still aim to serve the public interest and provide public goods, placing their management within the domain of public administration.
Autumn 2012, Labor and Globalization -- Concept PiecesStephen Cheng
This is a series of reading responses I wrote from September 2012 to December 2012 while at CUNY for a labor studies course led by Professor Ian MacDonald, currently at University of Montreal. I am posting them in one document as a set of concept pieces. I may eventually publish a revised version with a full list of bibliographic sources. New articles based on these concept pieces may also follow.
This document discusses the shift from government to governance in public policy. It defines government as the practice of politics, policy, and administration within the state, while governance refers to the co-production of public services by both governmental and non-governmental actors and organizations through cooperation and competition. Key aspects of governance include policy networks between public and private institutions, and greater parental involvement and school autonomy in education policy since 1988 in Britain. The document also examines the concepts of governmentality and control societies in analyzing power and surveillance in neoliberal states.
Politics of Corporate Investment, Trade and Global GovernanceJeffrey Harrod
Forty-eight slides used in the presentation of a 16 session course of the same name. Begins with and introduction to the global political economy as the setting for corporate foreign investment and trade. The slides enable to course to be followed and provide examples, critical analysis and new information..
A New Perspective on Organizational Culture In Emergency SituationsCSCJournals
Many studies consider organizational culture (OC) responsible for successful companies. It is a unique element that can shape the identity of each business. Companies around the world invest time and energy to build their best working culture. Moreover, the year 2020 proved that pandemic crises, within a short period, can challenge what companies have done for years. Modern economy and its OC are profoundly affected by this unprecedented situation.
This study is exploratory and aims to have new insights on the OC in emergencies caused by global pandemics. Academic literature and international media are used to analyze the situation, seeking to explore a new approach toward the way businesses changed their activity. As a result, a curve is proposed about the organizational culture changes due to an emergency.
El psicologo ante el enfermo en situacion terminalClaudia Aracely
Este documento discute el papel del psicólogo en el tratamiento de pacientes terminales. Explica que muchos ancianos sufren enfermedades incurables que causan mucho dolor antes de la muerte. El enfoque paliativo busca mejorar el bienestar del paciente en lugar de curar la enfermedad. Los psicólogos, trabajando en equipo, son fundamentales para investigar y tratar los problemas físicos, emocionales y espirituales de los pacientes terminales.
General Dempsey - Answers to Senate Armed Svcs Cmte Advance Policy Questions ...Military Matters
General Martin E. Dempsey, USA, Answers to Advance Policy Questions submitted to Senate Armed Services Committee for his Nomination for the Position of Chairman of the Joint Chiefs of Staff
The document provides guidelines for developing, implementing, and reviewing Individual Education Plans (IEPs) as required by the Education for Persons with Special Educational Needs Act of 2004. It outlines the key components of an IEP, including gathering student information, setting goals and interventions, implementing the plan, and conducting annual reviews. The guidelines are intended to help educators establish best practices for supporting students with special educational needs through the IEP process.
Este capítulo describe los procedimientos e instrumentos de evaluación. Explica que la elaboración de instrumentos de evaluación requiere seguir etapas como la planificación, construcción, administración y análisis. También describe diversos instrumentos como observaciones, análisis de producciones de los estudiantes, entrevistas y pruebas. Finalmente, explica los tipos de pruebas como las de respuesta abierta y de desarrollo.
Lesson one of 11 in a series on the 10 Commandments. This sermon on Exodus 19 was presented July 10, 2011, at Palm Desert Church of Christ by Dale Wells.
El documento presenta el Módulo 10 sobre Políticas Contables, Estimaciones y Errores de la Norma Internacional de Información Financiera para Pequeñas y Medianas Entidades. El módulo explica los requerimientos de la sección 10 relacionados con la selección y aplicación de políticas contables, los cambios en las políticas contables, las estimaciones contables y la corrección de errores. Además, incluye preguntas y casos prácticos para ayudar a los lectores a comprender y aplicar los requerimientos.
The Work Sampling System (WSS) is an observational assessment approach that uses guidelines, checklists, portfolios, and summary reports to help teachers document children's skills, knowledge, behaviors, and academic achievements from preschool to 6th grade. Research studies found that WSS provides a valid measure of student achievement and progress. It accurately identifies students at risk of academic difficulties and its teacher ratings correlate with standardized test scores. Parents and teachers expressed satisfaction with WSS and students in WSS classrooms experienced significant achievement gains.
The document discusses the School Readiness Year-End Assessment (SReYA) used in the Philippines to assess kindergarten students' development across various domains at the end of each school year. It provides background on SReYA, including that it was mandated in 2005 and revised in 2013. SReYA aims to determine students' achievement levels based on national standards and is administered in local languages by testing teams. The assessment covers domains like physical health, motor skills, academics, and socio-emotional development. Results are used to guide instruction and provide support to students and teachers.
Evolution Of Public Administration ApproachesTiffany Surratt
The document discusses the evolution of public administration approaches from ancient times to modern times. It describes how Plato first developed the concept of democracy in 400 BC. It then discusses how Taylorism in the early 1900s promoted scientific management principles like specialization and standardization. Weber further explored these principles and advocated for a clear chain of command. The old public administration model emphasized hierarchy, centralized control, separating policy and implementation, and specialized roles. It targeted efficiency and effectiveness through defined roles and merit-based hiring. Recent developments in public administration include e-government, technological changes, and more collaborative efforts between public and private sectors.
Here is a brief summary of the key points from "Cleopatra's Guide to Good Governance" by Stacy Schiff:
- Cleopatra VII ruled over the most powerful empire of her time in ancient Egypt. She provides an example of effective leadership through how she wielded and maintained her power.
- Schiff examines Cleopatra's leadership techniques and "secrets" that allowed her to stay in control, such as eliminating potential rivals or threats. A notable example was Cleopatra killing her siblings to solidify her rule.
- Other strategies discussed include surrounding yourself with loyal advisors, presenting yourself as a goddess-figure to command respect, and using charm and seduction as political tools to influence others.
This document discusses organizational structure and culture. It compares different organizational structures and examines the relationship between structure and culture and their effects on business performance. Individual behavior at work is influenced by factors like psychological thinking regarding expectations of contribution and rewards. Approaches to management and leadership are also covered, looking at organizational theory, different management approaches, and leadership styles.
This document summarizes a book that examines the relationship between civil society organizations and global governance institutions. It finds that CSOs have had mixed success in increasing the accountability of global organizations. While CSOs have improved transparency and evaluation, they have been less able to influence policies or ensure equal representation, especially for developing countries. The book also notes limitations of CSOs, such as conforming to existing power structures. It argues that truly democratic global accountability requires challenging the priorities of capitalism.
CTGE Session 2 Globalisation and DevelopmentJames Wilson
The document outlines the agenda for a course on competitive territories in the global economy. It discusses several key topics:
1) Globalization and its implications for business competitiveness and territorial competitiveness.
2) Clusters, global value chains, and competitive territories. It will examine how clusters link firm and territorial competitiveness.
3) Open innovation and its relationship to territorial competitiveness.
4) Innovation systems and the role of public policy in supporting innovation and competitiveness within a territory.
The course aims to explore what makes territories competitive in the current global economic context.
Group Paper VI - Global Governance of Development - v2.0Edoardo Costa
This document provides an overview of the concepts, actors, debates, and goals related to global development governance. It begins by outlining some theoretical tools for understanding globalization's impact on development, including changing notions of governance, ideas of progress, and time-space compression. It then reviews the historical evolution of development concepts from economic growth to social and human development. The document examines major development institutions and critiques of contemporary practices. It analyzes efforts to establish development goals through the Millennium Development Goals (MDGs) and proposes Sustainable Development Goals (SDGs) as a future framework. In conclusion, it explores ongoing debates around defining and achieving development in the modern global context.
Part 1 deep dive; the future role of civil societyKarel Eramuri
Deep Dive; The Future Role of Civil Society
1. The Recent Evolution Of Civil Society
2. Defining Civil Society
3. Shifting Civil Society Roles and Relationships
This document is a conceptual essay by student Raul Alejandro Lujan Anaya exploring how globalization affects domestic policymaking, specifically in Hong Kong. The essay argues that globalization has significantly influenced policymaking beyond just economic areas by facilitating cultural, social, and ideological exchanges worldwide. It asserts that globalization was a factor in social movements in Hong Kong in the 1960s that pushed the government to consider human rights and that ongoing issues around national security and education point to globalization's continuing impact on challenging authorities and policies in Hong Kong today.
This document discusses classical public administrative theory and how perspectives on bureaucracy have evolved over time. It summarizes Weber's view of bureaucracy as an impersonal hierarchical system and compares it to more modern approaches that emphasize serving citizens, empathy, and allowing flexibility. The document also analyzes how reforms from 1945 to 2002 reflected different viewpoints and discusses the importance of social equity in public administration.
This document was developed by Corporate Excellence – Centre for Reputation Leadership and among other sources contains references to the statements made by Federico Mayor Zaragoza, Chairman of the Scientific Council at Fundación Ramón Areces; Adela Cortina, Professor at the University of Valencia; José Luis Monzón, President of CIRIEC; Charles Fombrun, PChairman at Reputation Institute and José Manuel Pérez Díaz-Pericles,Founder of the training project Entrepreneurship Training Chain, during the semminary Economía y valores that took place in Madrid, on February 19 and 20, 2015.
In the institutional area, the academic field and private sector a new framework is demanded for economy to grow and develop itself and to give more importance to objectives of sustainable growth for the long-term, including issues of general interest both for companies and stakeholders. Ethics seem to be the backbone of a new system based on two big pillars: social and environmental ethics, able to develop an efficient economic system, which is favourable to business development and investments.
New Institutional Economics (NIE) doesn't mean to break away from the market economy but to apply new formulas to solve problems arising from it.
Institutions need to be able to guarantee social justice, environmental sustainability and long-term economic growth. The current economic scenario and institutional crisis turns the spotlight on legitimizing those institutions that will have to make considerable further efforts to respond to the interests and demands of everyone, companies and citizens.
The current context of social economy represents a useful tool that includes ethical principles to the business plan, so that the company stakeholders perceive the actions of the organization as something positive and favourable for the context where it happens. It is true that the model suggested by social economy can't be completely transposed to capital companies but it can add value to the business model through human resources and corporate social responsibility policies.
In the current scenario, both companies and citizens are required to create new models of ethical leadership. Nowadays, states have lost influence in favour of civil society. The current position of companies and citizens is critical as a way out of the crisis. Thus, it is fundamental to take new responsibilities based on their new role.
Citizens must assume this responsibility and adopt such values as solidarity, respect and, specially, dialogue.
It is impossible to apprehend the full complexity of the transformative power of current citizenry without understanding the key elements of this new context: the reputation economy, a context where people pay more and more attention to the companies that are behind the products and services they consume. In this sense, reputation management becomes the management of the relationship with the company's stakeholders.
1) The document discusses several perspectives on modernization including the modernization school, evolutionary theory, functionalist theory, and sociological, economic, and political approaches.
2) Rostow's stages of economic growth model proposes that countries progress through five stages from a traditional society to a high-mass consumption society: traditional, preconditions, take-off, drive to maturity, and high mass consumption.
3) Coleman's model of political modernization involves differentiation of political structures, secularization of political culture, and enhancement of a society's political capacity through increasing equality and specialization of roles.
The memo discusses whether the UNB Faculty of Business Administration in Fredericton should pursue third-party accreditation, specifically AACSB accreditation. It considers the benefits and costs of accreditation, changes to AACSB standards, stakeholder views on value, and the impact on short- and long-term strategy. The final decision should weigh costs/benefits for all, long-term impact on the faculty, and alignment with strategic direction.
A Framework For Community And Economic DevelopmentSarah Brown
This document provides an overview of community development and economic development. It defines community development as both a process and an outcome, involving collective action to solve problems and improve communities. Economic development is also defined as both a process and outcome, including growing businesses, jobs, income, and standards of living. The document illustrates how community development and economic development are interrelated processes that facilitate success in one another through causal relationships and feedback loops.
Development Studies is an interdisciplinary field that aims to understand and address issues of inclusive and sustainable development. It analyzes social, economic, political, technological, ecological, cultural, and gendered aspects of development. There are differing perspectives on what development means and how it should be defined, measured, and achieved. It involves both long-term structural transformations as well as short-term targets and outcomes. Sustainable development aims to meet human needs and improve quality of life while protecting the environment. Development indicators relate to economic, social, demographic, and other factors.
This article extends research exploring progressive models of reproducing economic life by reporting on research into some of the infrastructure, practices and motivations for Islamic charitable giving in London. In so doing the article: (i) makes visible sets of values, practices and institutions usually hidden in an otherwise widely researched international financial centre; (ii) identifies multiple, hard-to-research civic actors who
are mobilising diverse resources to address economic hardship and development needs; and (iii) considers how these charitable values, practices and agents contribute
to contemporary thinking about progressive economic possibilities.
International Journal of Humanities and Social Science Invention (IJHSSI)inventionjournals
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Globalization refers to the integration of economies through trade, financial flows, technology transfer, and mobility of people. It has led to vast opportunities for growth and improved living standards. However, it also poses challenges for ensuring benefits reach all countries and addressing fears of instability and participation issues in multilateral institutions. Globalization has been enabled by improvements in technology, economic and financial integration, socio-cultural changes, supportive legal and political systems, and effective communication. It allows companies to access new markets, products, and ways to benefit through efficiency, strategic advantages, and learning opportunities.
projet de traité négocié à Istanbul (anglais).pdfEdouardHusson
Ceci est le projet de traité qui avait été négocié entre Russes et Ukrainiens à Istanbul en mars 2022, avant que les Etats-Unis et la Grande-Bretagne ne détournent Kiev de signer.
#WenguiGuo#WashingtonFarm Guo Wengui Wolf son ambition exposed to open a far...rittaajmal71
Since fleeing to the United States in 2014, Guo Wengui has founded a number of projects in the United States, such as GTV Media Group, GTV private equity, farm loan project, G Club Operations Co., LTD., and Himalaya Exchange.
16062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
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15062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
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केरल उच्च न्यायालय ने 11 जून, 2024 को मंडला पूजा में भाग लेने की अनुमति मांगने वाली 10 वर्षीय लड़की की रिट याचिका को खारिज कर दिया, जिसमें सर्वोच्च न्यायालय की एक बड़ी पीठ के समक्ष इस मुद्दे की लंबित प्रकृति पर जोर दिया गया। यह आदेश न्यायमूर्ति अनिल के. नरेंद्रन और न्यायमूर्ति हरिशंकर वी. मेनन की खंडपीठ द्वारा पारित किया गया
Slide deck with charts from our Digital News Report 2024, the most comprehensive exploration of news consumption habits around the world, based on survey data from more than 95,000 respondents across 47 countries.
12062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
Federal Authorities Urge Vigilance Amid Bird Flu Outbreak | The Lifesciences ...The Lifesciences Magazine
Federal authorities have advised the public to remain vigilant but calm in response to the ongoing bird flu outbreak of highly pathogenic avian influenza, commonly known as bird flu.
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Discover the life and times of Lalu Prasad Yadav with a comprehensive biography in Hindi. Learn about his early days, rise in politics, controversies, and contribution.
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Pema Khandu, born on August 21, 1979, is an Indian politician and the Chief Minister of Arunachal Pradesh. He is the son of former Chief Minister of Arunachal Pradesh, Dorjee Khandu. Pema Khandu assumed office as the Chief Minister in July 2016, making him one of the youngest Chief Ministers in India at that time.
13062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
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ग्रेटर मुंबई के नगर आयुक्त को एक खुले पत्र में याचिका दायर कर 540 से अधिक मुंबईकरों ने सभी अवैध और अस्थिर होर्डिंग्स, साइनबोर्ड और इलेक्ट्रिक साइनेज को तत्काल हटाने और 13 मई, 2024 की शाम को घाटकोपर में अवैध होर्डिंग के गिरने की विनाशकारी घटना के बाद अपराधियों के खिलाफ सख्त कार्रवाई की मांग की है, जिसमें 17 लोगों की जान चली गई और कई निर्दोष लोग गंभीर रूप से घायल हो गए।
Recent years have seen a disturbing rise in violence, discrimination, and intolerance against Christian communities in various Islamic countries. This multifaceted challenge, deeply rooted in historical, social, and political animosities, demands urgent attention. Despite the escalating persecution, substantial support from the Western world remains lacking.
The Rise of Christian Persecution In Islamic Countries (1).pdf
Jennnn
1. Globalization (or globalisation) is the process of international integration arising from the
interchange of world views, products, ideas, and other aspects of culture.[1][2] Advances in
transportation and telecommunications infrastructure, including the rise of the telegraph and its
posterity the Internet, are major factors in globalization, generating further interdependence of
economic and cultural activities.[3]
Though several scholars place the origins of globalization in modern times, others trace its
history long before the European age of discovery and voyages to the New World. Some even
trace the origins to the third millennium BCE.[4][5] In the late 19th century and early 20th century,
the connectedness of the world's economies and cultures grew very quickly.
The term globalization has been in increasing use since the mid-1980s and especially since the
mid-1990s.[6] In 2000, the International Monetary Fund (IMF) identified four basic aspects of
globalization: trade and transactions, capital and investment movements, migration and
movement of people and the dissemination of knowledge.[7] Further, environmental challenges
such as climate change, cross-boundary water, air pollution, and over-fishing of the ocean are
linked with globalization.[8] Globalizing processes affect and are affected by business and work
organization, economics, socio-cultural resources, and the natural environment.
n Global Transformations David Held, et al., study the definition of globalization:
Although in its simplistic sense globalization refers to the widening, deepening and speeding up
of global interconnection, such a definition begs further elaboration. ... Globalization can be
located on a continuum with the local, national and regional. At one end of the continuum lie
social and economic relations and networks which are organized on a local and/or national basis;
at the other end lie social and economic relations and networks which crystallize on the wider
scale of regional and global interactions. Globalization can be taken to refer to those spatialtemporal processes of change which underpin a transformation in the organization of human
affairs by linking together and expanding human activity across regions and continents. Without
reference to such expansive spatial connections, there can be no clear or coherent formulation of
this term. ... A satisfactory definition of globalization must capture each of these elements:
extensity (stretching), intensity, velocity and impact.[16]
Swedish journalist Thomas Larsson, in his book The Race to the Top: The Real Story of
Globalization, states that globalization:
is the process of world shrinkage, of distances getting shorter, things moving closer. It pertains to
the increasing ease with which somebody on one side of the world can interact, to mutual
benefit, with somebody on the other side of the world.[17]
Politics
Main article: Global politics
The United Nations Headquarters in New York City.
2. In general, globalization may ultimately reduce the importance of nation states. Supranational
institutions such as the European Union, the WTO, the G8 or the International Criminal Court
replace or extend national functions to facilitate international agreement.[163] Some observers
attribute the relative decline in US power to globalization, particularly due to the country's high
trade deficit. This led to a global power shift towards Asian states, particularly China, which
unleashed market forces and achieved tremendous growth rates. As of 2011, the Chinese
economy was on track to overtake the United States by 2025.[164]
Increasingly, Non-Governmental Organizations influence public policy across national
boundaries, including humanitarian aid and developmental efforts.[165] Philanthropic
organizations with global missions are also coming to the forefront of humanitarian efforts;
charities such as the Bill and Melinda Gates Foundation, Accion International, the Acumen Fund
(now Acumen) and the Echoing Green have combined the business model with philanthropy,
giving rise to business organizations such as the Global Philanthropy Group and new
associations of philanthropists such as the Global Philanthropy Forum. The Bill and Melinda
Gates Foundation projects include a current multi-billion dollar commitment to funding
immunizations in some of the world's more impoverished but rapidly growing countries.[166] and
hundreds of millions of dollars in the next few years to programs aimed at encouraging saving by
the world's poor.[167] The Hudson Institute estimates total private philanthropic flows to
developing countries at US$59 billion in 2010.[168]
As a response to globalization, some countries have embraced isolationist policies. For example,
the North Korean government makes it very difficult for foreigners to enter the country and
strictly monitors their activities when they do. Aid workers are subject to considerable scrutiny
and excluded from places and regions the government does not wish them to enter. Citizens
cannot freely leave the country.[169][170]
he "new" in new economy means a more stable and longer growth, with more jobs, lower inflation and interest rates,
explosion of free markets worldwide, the unparalleled access to knowledge through the Internet and new type of
organization which affects organizational change.
Organizational change is the adoption of an organizational environment for the sake of survival. Namely, the old
principles no longer work in the age of Globalization. Businesses have reached the old model's limits with respect to
complexity and speed. At the same time, the challenge which new economy brings to small businesses managers is the use
of new business approach and the strong will for organizational changes and adaptation to global market demands. There
are several types of organizational changes that can occur- strategic changes, organizational cultural changes; involve
organizational structural change, a redesign of work tasks and technological changes. In line with these changes, there is
strong expectation of employee to permanent improve their knowledge and become an integral part of successful business
formula in order to respond to the challenges brought by the global economy. It means a request for learning organization
which is characterized as an organization creating, gaining and transferring the knowledge, and thus constantly modifying
the organizational behavior.
Reader will refine their theoretical understanding of globalization by studying its concrete manifestations in three
domains: organizational culture, behavior, and gender.
rganizational theory is the sociological study of formal social organizations, such as businesses and
bureaucracies, and their interrelationship with the environment in which they operate. It complements
the studies of organizational behavior and human resource studies.
3. Bureaucratic theory
Main article: bureaucracy
The scholar most closely associated with Bureaucratic theory is Max Weber. In Economy and
Society, his seminal book published in 1922, Weber articulates the necessary conditions and
descriptive features of bureaucracy. An organization governed under Weber‟s conception of
bureaucracy is characterized by the presence of impersonal positions that are earned and not
inherited, rule-governed decision-making, professionalism, chain of command, defined
responsibility, and bounded authority.
Weber begins his discussion of bureaucracy by introducing the concept of „jurisdictional areas‟:
institutions governed by a specific set of rules or laws.[25] In a „jurisdictional area‟ regular
activities are assigned as official duties, the authority to assign these duties is distributed through
a set of rules, and duties are fulfilled continuously by qualified individuals. These elements make
up a bureaucratic agency in the case of the state and a bureaucratic enterprise in the private
economy.
There are several additional features that comprise a Weberian bureaucracy:[26]
It is possible to find the utilization of hierarchical subordination in all bureaucratic structures.
This means that higher-level offices supervise lower level offices.
In bureaucracies, personal possessions are kept separate from the monies of the agency or the
enterprise.
People who work within a bureaucracy are usually trained in the appropriate field of
specialization.
Bureaucratic officials are expected to contribute their full working capacity to the organization.
Positions within a bureaucratic organization must follow a specific set of general rules.
Weber argued that in bureaucracy, taking on a position or office signifies an assumption of a
specific duty necessary for the organization. This conception is distinct from historical working
relationships in which a worker served a specific ruler, not an institution.[26]
The hierarchical nature of bureaucracies allows employees to demonstrate achieved social
status[26] When an office holder is elected instead of appointed, that person is no longer a purely
bureaucratic figure. He derives his power „from below‟ instead of „from above.‟ When a highranking officer selects officials, they are more likely to be chosen for reasons related to the
benefit of the superior than the competency of the new hire. When high-skilled employees are
necessary for the bureaucracy and public opinion shapes decision-making, competent officers are
more likely to be selected.[25]
According to Weber, if „tenure for life‟ is legally guaranteed, an office becomes perceived as less
prestigious than a position that can be replaced at any time. If „tenure for life‟ or a „right to the
office‟ develops, there is a decrease in career opportunities for ambitious new hires and overall
technical efficiency becomes less guaranteed[26]
5. Administrative theory (i.e., principles of management) was formalized in the 1930's by Mooney and Reiley
(1931). The emphasis was on establishing a universal set of management principles that could be applied
to all organizations.
Classical management theory was rigid and mechanistic. The shortcomings of classical organization
theory quickly became apparent. Its major deficiency was that it attempted to explain peoples' motivation
to work strictly as a function of economic reward.
Neoclassical Organization Theory
The human relations movement evolved as a reaction to the tough, authoritarian structure of classical
theory. It addressed many of the problems inherent in classical theory. The most serious objections to
classical theory are that it created overconformity and rigidity, thus squelching creativity, individual
growth, and motivation. Neoclassical theory displayed genuine concern for human needs.
One of the first experiments that challenged the classical view was conducted by Mayo and
Roethlisberger in the late 1920's at the Western Electric plant in Hawthorne, Illinois (Mayo, 1933). While
manipulating conditions in the work environment (e.g., intensity of lighting), they found that any change
had a positive impact on productivity. The act of paying attention to employees in a friendly and
nonthreatening way was sufficient by itself to increase output. Uris (1986) referred to this as the "wart"
theory of productivity. Nearly any treatment can make a wart go away--nearly anything will improve
productivity. "The implication is plain: intelligent action often delivers results" (Uris, 1986, p. 225).
The Hawthorne experiment is quite disturbing because it cast doubts on our ability to evaluate the
efficacy of new management theories. An organization might continually involve itself in the latest
management fads to produce a continuous string of Hawthorne effects. "The result is usually a lot of
wheel spinning and cynicism" (Pascale, 1990, p. 103). Pascale believes that the Hawthorne effect is often
misinterpreted. It is a "parable about researchers (and managers) manipulating and 'playing tricks' on
employees." (p. 103) Erroneous conclusions are drawn because it represents a controlling and
manipulative attitude toward workers.
Writing in 1939, Barnard (1968) proposed one of the first modern theories of organization by defining
organization as a system of consciously coordinated activities. He stressed in role of the executive in
creating an atmosphere where there is coherence of values and purpose. Organizational success was
linked to the ability of a leader to create a cohesive environment. He proposed that a manager's authority
is derived from subordinates' acceptance, instead of the hierarchical power structure of the organization.
Barnard's theory contains elements of both classical and neoclassical approaches. Since there is no
consensus among scholars, it might be most appropriate to think of Barnard as a transition theorist.
Simon (1945) made an important contribution to the study of organizations when he proposed a model of
"limited rationality" to explain the Hawthorne experiments. The theory stated that workers could respond
unpredictably to managerial attention. The most important aspect of Simon's work was the rigorous
application of the scientific method. Reductionism, quantification, and deductive logic were legitimized as
the methods of studying organizations.
Taylor, Weber, Barnard, Mayo, Roethlisberger, and Simon shared the belief that the goal of management
was to maintain equilibrium. The emphasis was on being able to control and manipulate workers and their
environment.
Contingency Theory
Classical and neoclassical theorists viewed conflict as something to be avoided because it interfered with
equilibrium. Contingency theorists view conflict as inescapable, but manageable.
6. Chandler (1962) studied four large United States corporations and proposed that an organization would
naturally evolve to meet the needs of its strategy -- that form follows function. Implicit in Chandler's ideas
was that organizations would act in a rational, sequential, and linear manner to adapt to changes in the
environment. Effectiveness was a function of management's ability to adapt to environmental changes.
Lawrence and Lorsch (1969) also studied how organizations adjusted to fit their environment. In highly
volatile industries, they noted the importance of giving managers at all levels the authority to make
decisions over their domain. Managers would be free to make decisions contingent on the current
situation.
Systems Theory
Systems theory was originally proposed by Hungarian biologist Ludwig von Bertalanffy in 1928, although
it has not been applied to organizations until recently (Kast and Rosenzweig, 1972; Scott, 1981). The
foundation of systems theory is that all the components of an organization are interrelated, and that
changing one variable might impact many others. Organizations are viewed as open systems, continually
interacting with their environment. They are in a state of dynamic equilibrium as they adapt to
environmental changes.
Senge (1990) describes systems thinking as:
understanding how our actions shape our reality. If I believe that my current state was created by
somebody else, or by forces outside my control, why should I hold a vision? The central premise behind
holding a vision is that somehow I can shape my future, Systems thinking helps us see how our own
actions have shaped our current reality, thereby giving us confidence that we can create a different reality
in the future. (p. 136)
A central theme of systems theory is that nonlinear relationships might exist between variables. Small
changes in one variable can cause huge changes in another, and large changes in a variable might have
only a nominal effect on another. The concept of nonlinearity adds enormous complexity to our
understanding of organizations. In fact, one of the most salient argument against systems theory is that
the complexity introduced by nonlinearity makes it difficult or impossible to fully understand the
relationships between variables.
Organizational Structure
Until recently, nearly all organizations followed Weber's concept of bureaucratic structures. The increased
complexity of multinational organizations created the necessity of a new structure that Drucker called
(1974) "federal decentralization". In federal decentralization, a company is organized so that there are a
number of independent units operating simultaneously. "Each unit has its own management which, in
effect, runs its own autonomous business." (p. 572) This structure has resulted in large conglomerates
which have diversified into many different fields in order to minimize risk.
The project management organizational structure has been used effectively in highly dynamic and
technological environments (French, Kast and Rosenzweig, 1985). The project manager becomes the
focal point for information and activities related to a specific project. The goal is to provide effective
integration of an organization's resources towards the completion of a specific project. Impementing a
project management approach often involves dramatic changes in the relationships of authority and
responsibility.
The matrix organizational structure evolved from the project management form (Kolodny, 1979). It
represents a compromise between the traditional bureuacratic approach and the autonomous project
management approach. A matrix organization has permanently established departments that provide
integration for project management. The matrix form is superimposed on the hierarchical structure,
7. resulting in dual authority and responsibilities. Permanent functionality departments allocate resources to
be shared among departments and managers.
Systems theory views organizational structure as the "established pattern of relationships among the
parts of the organization" (French, Kast, and Rosenzweig, 1985, p. 348). Of particular importance are the
patterns in relationships and duties. These include themes of 1) integration (the way activities are
coordinated), 2) differentiation (the way tasks are divided), 3) the structure of the hierarchical
relationships (authority systems), and 4) the formalized policies, procedures, and controls that guide the
organization (administrative systems).
The relationship between the environment and organizational structure is especially important.
Organizations are open systems and depend on their environment for support. Generally, more complex
environments lead to greater differentiation. The trend in organizations is currently away from stable
(mechanistic) structures to more adaptive (organic) structures. The advantage is that organizations
become more dynamic and flexible. The disadvantage is that integration and coordination of activities
require more time and effort.
The relationship between an organization and its environment is characterized by a two-way flow of
information and energy. Most organizations attempt to influence their environment. Advertising
campaigns and lobbying efforts are two examples. Some theorists believe that ". . . environments are
largely invented by organizations themselves. Organizations select their environments from ranges of
alternatives, then they subjectively perceive the environments they inhabit" (Starbuck, 1976, p. 1069).
Strategic decisions regarding product lines and distribution channels contribute to the selection of the
organizational structure and the environment.
It is a commonly held tenant that people are less satisfied with their work in highly structured
organizations. Many research studies have been conducted to examine the relationship between
organizational structure and employee behavior (e.g., satisfaction, performance, and turnover). However,
the results of these studies are contradictory (Dalton, et al., 1980). Structural deficiencies can result in low
motivation and morale, decisions lacking in timeliness or quality, lack of coordination and conflict,
inefficient use of resources, and an inability to respond effectively to changes in the environment (French,
Kast, and Rosenzweig, 1885).
One enduring and controversial debate about organizational structure is whether or not there is a
maximum desirable size for an organization, after which there will be declining effectiveness. Does an
organization become increasingly dysfunctional as it exceeds its "ideal" size? Several researchers have
hypothesized that organizational growth is beneficial only up to a point (Hedberg, Nystrom, and Starbuck,
1976; Meyer, 1977; Perrow, 1979). Most researchers support a curvilinear growth theory. Pfeffer and
Salancik (1978) found that profitability increases with size and then tapers off. Warwick (1975) reported
that the growth in the U.S. State Department resulted in decreased flexibility and responsiveness, even
though specific steps had been taken to abate these problems. There are several theories to explain
these findings. The most common explanation is based on the fact that an organization's size is usually
positively correlated with age. Older (i.e., larger) organizations have become more rigid in their ways and
they are less able to adapt to change. Another popular theory is that in larger organizations, workers' jobs
become more specialized. The lack of variety creates a less motivating environment. Other theories have
proposed that excessive size creates crippling coordination problems (Filley and Aldag, 1980; Zald and
Ash, 1966).
Organizational Birth and Growth
Clearly, one of the most dominant themes in the literature has been to define organizations from the
perspective of their position on a growth curve. Cameron and Whetten (1983) reviewed thirty life-cycle
models from the organizational development literature. They summarized the studies into an aggregate
model containing four stages. The first stage is "entrepreneurial", characterized by early innovation, niche
8. formation and high creativity. This is followed by a stage of "collectivity", where there is high cohesion and
commitment among the members. The next stage is one of "formalization and control", where the goals
are stability and institutionalization. The last stage is one of "elaboration", characterized by domain
expansion and decentralization. The striking feature of these life-cycle models is that they did not include
any notion of organizational decline. They covered birth, growth, and maturity, but none included decline
or death. The classic S-curve typifies these life-cycle models. Whetten (1987) points out that these
theories are a reflection of the 1960s and 1970s, two highly growth oriented decades.
Land and Jarman (1992) have attempted to redefine the traditional S-curve that defines birth, growth, and
maturity. The first phase in organizational growth is the entrepreneurial stage. The entrepreneur is
convinced that their idea for a product or service is needed and wanted in the marketplace. The common
characteristic of all entrepreneurs and new businesses is the desire to find a pattern of operation that will
survive in the marketplace. Nearly all new businesses fail within the first five years. Land and Jarman
(1992) argue that this is "natural", and that even in nature, cell mutations do not usually survive. This
phase is the beginning of the S-curve.
The second phase in organizational growth is characterized by a complete reversal in strategy. Where the
entrepreneurial stage involves a series of trial and error endeavors, the next stage is the standardization
of rules that define how the organizational system operates and interacts with the environment. The
chaotic methods of the entrepreneur are replaced with structured patterns of operation. Internal
processes are regulated and uniformity is sought. During this phase, growth actually occurs by limiting
diversity. "Management procedures, processes, and controls are geared to maintain order and
predictability" (Land and Jarman, 1992). This phase is the rapid rise on the S-curve.
Organizational growth does not continue indefinitely. An upper asymptopic limit can be imposed by a
number of factors. Land and Jarman (1992, p. 258) identify the most common reasons why organizations
reach upper growth limits:
· Rapidly increasing internal and market place complexity in such areas a product proliferation and market
divisions
· Internal competition for resources
· Increasing cost of manufacturing and sales
· Diminishing returns
· Declining share of the market
· Decreasing productivity gains
· Growing external pressures from regulators and influence groups
· Increasing impact of new technologies
· New and unexpected competitors
The transition to the third phase involves another radical change in an organization. Most organizations
are not able to make these changes, and they do not survive. "The organization must open up to permit
what was never allowed in to become a part of the system, not only by doing things differently, but by
doing different things" (Land and Jarman, 1992, p. 257). The organization needs to continue its core
business, while at the same time engaging in inventing new business. This bifurcation is necessary
9. because the entrepreneurial environment (of inventing business) is incompatible with the controlling
environment of the core business.
The goal is a continuing integration of the new inventions into the mainstream business, where a recreated organization emerges. The core business is changed by the inventions it assimilates, and the
organization takes on a new form. Land and Jarman (1992) believe that the greatest challenge facing
today's organizations is the transition from phase two to phase three. "Organizations defeat their best
intentions by continuing to operate with essential beliefs that automatically perpetuate the second phase."
(p. 264)
There are several factors that contribute to organizational growth (Child and Kieser, 1981). The most
obvious is that growth is a by-product of another successful strategy. A second factor is that growth is
deliberately sought because it facilitates management goals. For example, it provides increased potential
for promotion, greater challenge, prestige, and earning potential. A third factor is that growth makes an
organization less vulnerable to environmental consequences. Larger organizations tend to be more stable
and less likely to go out of business (Caves, 1970; Marris and Wood, 1971; Singh, 1971). Increased
resources make diversification feasible, thereby adding to the security of the organization.
Child and Kieser (1981) suggest four distinct operational models for organizational growth. 1) Growth can
occur within an organization's existing domain. This is often manifest as a striving for dominance within its
field. 2) Growth can occur through diversification into new domains. Diversification is a common strategy
for lowering overall risk, and new domains often provide fertile new markets. 3) Technological
advancements can stimulate growth by providing more effective methods of production. 4) Improved
managerial techniques can facilitate an atmosphere that promotes growth. However, as Whetten (1987)
points out, it is difficult to establish cause and effect in these models. Do technological advancements
stimulate growth, or does growth stimulate the development of technological breakthroughs? With the
lack of controlled experiments, it is difficult to choose between the chicken and the egg.
Organizational Decline
Until recently, most theories about organization development viewed decline as a symptom of ineffective
performance. Well-managed organizations were expected to grow year after year. Implicit in these
theories was the idea that organizational growth is synonymous with expansion. These theories reflected
what scholars observed in the business world. Organizational growth was an indicator of successful
management.
Kenneth Boulding (1950) proposed a biological model of economics, characterized by birth, maturation,
decline, and death. He argued that in all organisms, there is an "inexorable and irreversible movement
towards the equilibrium of death." (p. 38) Many organizational theorists took strong exception to
Boulding's biological determinism theory. They maintained that organizations are not constrained by a
defined life cycle, and there is no indication that all organizations need to die.
The 1980's ushered in a new era where organizational decline was apparent everywhere. Management
strategies involved reducing employees, salary freezes and reductions, cutting administrative overhead,
and consolidating operations. It became clear that the traditional S-curve model was incomplete and did
not address the issues of declining organizations.
One of the problems in the literature is that it is difficult to agree on a precise definition of organizational
decline. Is a company in decline when it cuts back the number of employees in order to become more
profitable? A common definition of decline is a decrease in profit or budget. Most theorists agree that
decline negatively impacts individuals and the organization as a whole. Cameron, Whetten, and Kim
(1987) argue that decline results in decreased morale, innovativeness, participation, leader influence, and
long-term planning. They associate decline with, conflict, secrecy, rigidity, centralization, formalization,
scapegoating, and conservatism.
10. Nystrom and Starbuck (1984) attribute organizational decline to over-confidence. According to this theory,
a successful past can lure an organization to become over-confident in its ability to prosper. This leads to
a lackadaisical attitude towards new innovations, quality, and customer satisfaction. Another theory is that
large size promotes rigidity, which makes it cumbersome for an organization to respond to environmental
changes (Whetten, 1987).
In applying the biological life-cycle model to organizations, Wilson (1980) identified two different types of
organizational decline: "k" and ""r" extinction. When an organization has reached the upper asymptopic
limit defined by carrying capacity of its niche, it declines because of k-extinction. The organization has
exhausted its environmental resources, or other organizations have begun competing for limited
resources. When an organization falls short of its upper asymptopic limit, and begins declining without
reaching its maximum potential, it is called r-extinction. Bad management or a failure to remain
competitive are the most common reasons for r-extinction.
Bibeault (1982) proposed a four-stage model to describe the process of turning around an organization in
decline. The key to the process was to replace the top personnel. Bibeault argued that only way to
reverse a decline is to 1) change the management, the rationale being that "problem causers have little
credibility as problem solvers" (Whetten, 1987, p. 37). Chaffee (1984) also stressed the symbolic value of
changing administrative personnel. Change in management is followed by 2) an evaluation stage, 3)
implementing emergency actions and stabilization procedures, and finally, 4) a return to growth.
A different approach for describing organizational turnaround was proposed by Zammuto and Cameron
(1985). Their model was based on the idea that turnaround could be accomplished by addressing five
process domains. 1) The defense domain involves strategies for protecting the organization from a hostile
environment. An example would be an organization that forms a common-purpose coalition with other
organizations. 2) The offense domain involves expanding on the activities that the organization already
does well. 3) Creating new domains consists of diversification activities. 4) The consolidation domain
involves reducing the scope of activities by cutting back to core products and services. 5) The substitution
domain involves replacing one set of activities with another.
In contrast to these theories, Harrigan (1980, 1981, 1982) and Porter (1980) have looked at how
organizations respond to decline as a result of environmental limitations (i.e., k-extinction). Organizational
activities often involve attempts to focus on a specific market niche in which the organization might have a
competitive advantage. Another approach is to rapidly liquidate the organization, and extract as much
remaining value as possible, although Harrigan (1982) notes that there are often financial, legal,
structural, and emotional obstacles to this strategy.
The most common response to organizational decline is retrenchment. Whetten (1987) identifies three
sequential stages involved in the process. The first is one of identification. Management must be sensitive
to problems when they first appear, and be able to meet the problems head on. The second is one of
communication. Management must communicate a clear message of the organization's situation and
instill confidence in its ability to meet the crisis. The third stage involves the implementation of a
downsizing program.
Sutton (1983) surveyed managers to examine their beliefs regarding how employees would react to an
organizational closing. It was found that managers had several inaccurate perceptions. For example,
managers' incorrectly believed that productivity and quality would plummet, employee sabotage and theft
would increase, and there would be increases in conflict. On the other hand, Sutton's study did offer
evidence that rumors were abundant, the best employees sought different employment, and that
employee's had trouble accepting the closing.
The Learning Organization
11. Peter Senge (1990) defines learning as enhancing ones capacity to take action. "So learning
organizations are organizations that are continually enhancing their capacity to create." (p. 127) Senge
believes that organizations are evolving from controlling to predominantly learning.
Senge (1990) discusses learning disabilities in companies. One of the most serious disabilities is when
people form a strong identification with their position. What they do becomes a function of their position.
They see themselves in specific roles, and are unable to view their jobs as part of a larger system. This
often leads to animosity towards others in the organization, especially when things go wrong. Another
disability is that we are slow to recognize gradual changes and threats.
Senge (1990) refers to several other learning disabilities as "myths". He discusses the "myth of
proactiveness", where "proactiveness is really reactiveness with the gauge turned up to 500%." (p. 129)
Another myth is that we "learn from experience". Senge maintains that we actually only learn when the
experience is followed by immediate feedback. Another myth is that management teams can provide
creative and beneficial solutions. Senge maintains that the result of management teams is "skilled
incompetence, where groups are highly skilled at protecting themselves from threat, and consequently
keeping themselves from learning." (p. 131)
Senge (1990) believes that new organizations can be built by adopting a set of disciplines, where a
discipline is defined as a "particular theory, translated into a set of practices, which one spends one's life
mastering." (p. 131) Thus, mastering a discipline becomes a life-long learning process.
According to Senge, there are five disciplines important to the learning organization. The first discipline is
"building a shared vision". "Building" involves an ongoing process, and "shared" implies that the vision is
held in common by individuals. A second discipline of "personal mastery" demonstrates a commitment to
the vision. A third discipline involves the idea of mental models, where we construct internal
representations of reality. An important element of using mental models is the need to balance inquiry
and advocacy. A fourth discipline in that only shared mental models are important for organizational
learning. The fifth discipline is a commitment to a systems approach.
Community
Gozdz (1992) believes that learning organizations are centered around the concept of community. "An
organization acting as a community is a collective lifelong learner, responsive to change, receptive to
challenge, and conscious of an increasingly complex array of alternatives." (p. 108) Communities provide
safe havens for its members and foster an environment conducive to growth. Gozdz describes the
community as group of people who have a strong commitment to "ever-deepening levels of
communication." (p. 111)
M. Scott Peck (1987) describes the process of building a community in The Different Drum. An
organization goes through a four-stage process. The first stage is one of denial. Group members ignore
differences in power, and pretend that they are a community. Decision-making processes go
unchallenged. The next stage occurs when differences between members become apparent. Attempts
are made to restore the situation to what has worked in the past by eliminating differences. An
organization enters the third stage when members realize that their efforts to control differences have
failed. They begin communicating and true collaborative efforts emerge. In the final stage, there is the
true spirit of community. Differences are embraced. Decisions are made collectively. Learning and
innovation comes from the group as a whole
Many organization experience brief periods of community, but they are not able to sustain those periods.
Gozdz (1992) describes this failure as a lack of discipline and commitment.
There is an illusion that once a sense of community occurs within an organization it will remain constant.
This is not the case. The sense of community or flow state is repeatedly lost. It can be deliberately
12. regained at ever greater levels of organizational maturity, but only when sustaining community is seen
and accepted as a path to developing mastery. This path is community as a discipline. (p. 114)
According to Gozdz (1992), the job of the leaders in the process of community building is to keep peoples'
attention focused on the process. The four stages of community development are repeated over and over
again. New situations and contingencies arise that initiate new cycles in the growth process.
Organizational Morality
The classical view of organizational responsibility is best illustrated by Adam Smith's (1937) belief that an
"invisible hand" directs all activities towards the public good, and that the responsibility of an organization
was only to maximize profits within the constraints of the law. The free market system was seen as a selfcontrolling mechanism, whereby an organization producing the best goods and services would prosper.
Any interference with the free market system was viewed as an affront against the best interests of
society.
The accountability concept states that organizations receive their charter from society as a whole, and
therefore their ultimate responsibility is to society. Environmental and worker protection laws reflect the
belief that maximization of profits is secondary to the health of society. The extensive proliferation of laws
restricting business demonstrates a growing skepticism concerning the morality and ethics of corporate
management.
Some theorists believe that organizations have the social responsibility "to take actions which protect and
improve the welfare of society as a whole along with their own interests" (Davis and Blomstrom, 1980, p.
6). Others take a more narrow approach, and believe that social responsibility extends only to "social
problems caused wholly or in part by the corporation" (Fitch, 1971, p. 38).
Linda Stark (1989) discusses the five stages of corporate moral development, although she is quick to
point out that progression through the stages is neither linear or one direction. An amoral corporation
pursues profit at any cost. A legalistic corporation follows the letter of the law, but not the spirit. A
responsive corporation makes ethical decisions based on long-term economic decisions. An emergent
ethical corporation recognizes its social responsibility and balances ethics and profitability. The ethical
corporation places social responsibility at its center and bases its existence on ethics.
Environmental awareness has evolved to become a major ethical consideration in many corporations.
During the 1950's, science and technology were viewed as the answer to the world's problems. The
ecological ramifications of that era became apparent in the 1960's. The 1970's began with the
organization of the first Earthday. The Environmental Protection Agency (EPA) and the Occupational
Safety and Health Administration (OSHA) were created to monitor the environment and worker safety.
During the 1980's, many corporations began to take proactive conservation measures. Environmental
considerations began to be addressed at the manufacturing level so that harmful materials and waste
were minimized or removed from the production process. Citizen action groups became increasingly
effective in forcing corporations to examine their environmental impact. In the 1990's, many corporations
have adopted the policy of "sustainable development." The key issue is that environmental protection is
one of the highest priorities of every business.
Organization Theory
13. 34 Votes
A Brief Introduction to OT and main contributors
In organization theory (OT), several perspectives are grouped into “schools” that share certain
assumptions. Categorization of Shafritz and Ott is useful. Their classification is:
1.
2.
3.
4.
5.
6.
7.
Classical OT
Neo-classical OT, Human Resource or Organizational Behavior (OB) Perspective
“Modern” Structuralist Theory (Contingency)
Systems Theory
Power and Politics
Organization Culture and Reform Movements
Postmodernism and Information Age
1. Classical OT
Underlying assumptions of classical theory are:
There is “one best way” to organize.
There are “universal” principles of management.
Organizations are “mechanical” and “closed-systems“. They ignore human factors, cultural
dimensions and external environment.
Organizations exist for “production related” goals, thus the emphasis is on “Internal efficiency“.
Structure of “formal organizations” are defined.
Three main approaches of classical OT are: (1) Scientific Management, (2) Administrative
Process, and (3) Bureaucracy.
In Scientific Management, F. Taylor emphasized scientific observation and analysis, job design
and standardization, time and motion studies, scientifically selecting and training workers and
incentive systems to increase productivity. Other contributors of scientific management are
Gantt, Frank and Lillian Gilbreths and Harrington Emerson.
Whereas Taylor proposed to rationalize the organization from “bottom-up”, H. Fayol worked to
rationalize the organization from the “top-bottom”. In Administrative Process, Fayol defined
major activities of an organization, considers management as a process of consisting five
functions: planning, organizing, directing, coordinating and control. Fayol proposed 14 general
14. principles of management. He believed that these principles are universally applicable to every
type of organization. Gulick contributed to this approach with the famous mnemonic
POSDCORB: Planning, Organizing, Staffing, Directing, Coordinating, Reporting and Budgeting.
M. Weber suggested that a Bureaucratic structure is ideal organization structure for
effectiveness. Main characteristic of bureaucratic structure are division of work according to
functional specialization, clearly defined hierarchical structure, principles and procedures,
impersonal and formal relations, tenure and job security, selection and promotion of personnel
on the basis of technical qualifications, and use of rational-legal authority.
2. Neoclassical School, Human Resource (HR) Theory and Organizational Behavior (OB)
Perspective
Neoclassical school attempted to modify classical theory based upon research findings in the
behavioral sciences. The major concern of neoclassical theories is on human behaviors in
organizations.
Chester Barnard sought to create a comprehensive theory on human behavior in organizations
in this book “Functions of the Executive”. In his view, cooperation holds an organization
together and thus the responsibility of an executive is (1) to create and maintain a sense of
purpose, (2) establish systems of formal and informal communication, and (3) to ensure the
willingness of people to cooperate.
Robert Merton proclaimed that ideal bureaucracy of Weber has inhibiting dysfunctions.
Herbert Simon criticized general principles of management as being inconsistent, conflicting
and inapplicable to many situations facing managers. He called them “proverbs of
administration”. March and Simon coined the term “bounded rationality“.
Selznick argued that formal structures can “never succeed in conquering the nonrational
dimensions of organizational behavior”. He stressed the importance of institutionalization as
“the processes by which an organization takes on a special character and achieves a distinctive
comptence”.
In 1957, OB perspective or HR Theory came into being. Fundamental suggestions are:
Organizations exist to serve human needs rather thant the reverse
Organizations and people need each other
When the fit between individual and the organization is poor one or both will suffer
A good fit between the individual and the organization benefits both
Major themes in HR is motivation, group behavior, leadership, work teams and empowerment.
Maslow’s motivation theory (hierarchy of needs), McGregor’s Theory X and Theory Y,
Mary Parker Follett’s participatory management, Hawthorne studies of Elton Mayo and
Roethlisberger hold the foundation for the OB perspective.
15. 3. “Modern” Structuralist Theory (Contingency Theory)
In 1960s “modern” structural theory become dominant. Burns and Stalker introduced
mechanistic forms in stable environments and organic forms in dynamic environments.
Lawrence and Lorsch coined the term contingency. They stated that organizations must achieve
a balance between differentiation and integration.
Joan Woodward classified manufacturing technologies and indicated their effects on
organization structure. Emery, Trist and Bamfort emphasized the importance of joint
optimization of social and technical systems (socio-technical systems) and James Thompson
defined three types of interdependence that influence organization structure.
4. Systems Theory
Systems Theory stems from the “General Systems Theory” of biologist Ludwig Von
Betalanffy.
Systems Theory began to dominate the OT in 1966-1967 when two most influential modern
works appeared: Katz and Kahn’s “The Social Psychology of Organizations” articulated
organizations as open systems and James Thompson’s coherent statement of rational
systems/contingency perspective of organizations in “Organization in Action”. Katz and Kahn
defined common characteristics of open systems as importation of energy, throughput, output,
cycle of events, negative entropy, negative feedback, dynamic homeostasis, differentiation and
equifinality.
Systems theory views organization as complex set of dynamically intertwined and
interconnected elements, including its inputs, process, outputs, feedback loops and the
environment which it operates.
Boulding devised a classification of systems by their level of complexity. Norbert Wiener
introduced the term “Cybernetics” to describe the self-regulatory property of systems.
5. Power and Politics
In both “modern” structural and systems schools, organizations are assumed to be rational
institutions. However, power and politics school rejects this assumption and suggests that goals
result from maneuvering and bargaining among individuals and coalitions.
Pfeffer has written extensively on “resource-dependence” theory. In “The bases of Social
Power”, French and Raven identified five bases of power as legitimate, referent, expert, reward
and coercive. Mintzberg viewed organizational behavior as a game.
6. Organizational Culture & Culture Reform Movement
16. Schein contributed heavily on the subject “corporate culture”. He identifies culture as “basic
patterns of shared assumptions people learn when they engage in solving problems of internal
integration and external adaptation.
Bolman and Deal talk about “symbolic management” where “the meaning or the interpretation
of what is happening in organizations are more important than what is actually happening.
In 1980s, the realization that US companies had lost their competitiveness led to organizational
culture reform movement. TQM of Juran, Crosby, Deming and Feigenbaum, Japanese
Management of Ouchi, Pascale and Athos. “In Search of Excellence” of Peters and
Waterman, “Learning Organizations” of Senge, and Reengineering of Hammer and Champy
were all examples of the culture reform movement.
7. Postmodernism
Postmodernism associated with Chaos (unpredictability in nonlinear, complex and dynamic
systems where cause and effect relations are either not known or do not exist) and Information
Technologies. Its main tenets are there are no universal rules, principles or forms. William
Bergquist’s four themes
Globalization with the revolution of information te
chnology has been dramatically
changing human behavior, management of corporations
, and governance of states much
more than the industrial revolution transformed the
agricultural society. The markets
and trade, in fact, are borderless, communication i
s much easier via the Internet and
mobile instruments, and the world is getting much c
loser. While globalization is
dramatically dividing the world into powerful and p
owerless countries with regards to
information technology, trade, and economy, the win
ner and the loser inevitably happen
in the global marketplace. Nonetheless, the vast ma
jority of people in the planet still get
their signals not from global financial markets, le
t alone cyberspace, but from the
national capital, and personal access to the twenty
-four-hour interconnected world still
remains restricted to a minority of the world’s pop
ulation (Yergin and Stanislaw 2002,
396).
Meanwhile, public administration systems appear to
help some countries to have far
more benefits than others, even if many social scie
18. accessible to government information (Welch and Won
g 1998, 46). Advanced
information system is usually available in only dev
eloped countries, while many
developing countries are limited in the application
of advanced information technology
to public management.
The last type of national bureaucracies happens in
rapidly developing countries,
including the East Asian countries and Eastern Euro
pean countries, where the economy
is booming and information technology is emerging.
However, it remains questionable
whether those countries have benefited from globali
zation due to their public
administration systems. The first-tier Newly Indust
rialized Economies (NIEs), including
the East Asian countries, such as Hong Kong, Singap
ore, Taiwan, and South Korea, and
the Eastern European countries, such as Hungary, Po
land, Bulgaria, and Czechoslovakia
that have benefited from globalization appear to ha
ve done so by strong political
leadership, technocrats’ economic development plans
, and citizens’ efforts rather than
transitioning public administration systems.
3
the dependence of public administration to administrative law is seriously eroded and the function of
administrative law is transformed. A scholar suggests that “in global era, administrative law now
appears to be moving from its role as a surrogate
political process that legitimates new extension of
public power, to one that legitimates new blends
of public and private power and/or private power
used for public interest ends” (Aman, 1999: 270).
While the globalization process has been eroding the state‟s sovereignty within the national
borders, it has also modified the way of using the existe
nt authority of the state. In this context, we can
say that there were two-dimensions of authority
delegation: authority dele
gation within the national
borders and at international level. Therefore a two-dimensional erosion of state‟s authorities is in
question. While the state‟s economic, political a
nd judiciary authorities are transferred to the
transnational powers, it is forced to share its exis
ting authorities with the other actors. The result of
globalization is not only the loss of state‟s power bu
t also the change of ways and methods of using
the remainder of its power. This transformation
is expressed through the concepts of governance and
19. new public management. Governance has redefine
d the use of public competence and suggests the
joint use of this authority not only by the official
actors but also by the unofficial actors and it gives
importance to the role of non-governmental orga
nizations. New public management considers the
delivery of public services as a technical issue and
instead of the concepts
like public interest,
conformity to the law; it substitutes the management-related concepts such as profitability,
productivity and the customer preferences. Br
iefly, both the governance and the new public
management lead to the elimination of the political
content of the public services and their reduction to
a technical activity.
The change of state‟s role lies beneath the
transformation resulting from globalization process.
While the sovereignty is eroded, the nation st
ate itself becomes the actor materializing the
transformations that is appropriate to the demands of
globalization. In the era of globalization the main
function of state is to secure the functioning of the ma
rket mechanisms. It is the state itself that ensures
the adaptation of structural and legal mechanisms based on the conceptualization of social state, or
welfare state, to the new function. The reflection of
this transformation on the administrative structure
of the state is the emergence of the new institutions
that shall provide the functioning of the market
mechanism. Therefore in many European countries a
nd in Turkey, while the state is under pressure for
being reduced for the benefit of the market, it is con
tinuing to widen its institu
tional structure in order
to secure a healthy competition environment.
1
The regulatory agencies have become the widespread
model of the organization of the global era. As it is known the pioneer of these agencies is the
Interstate Commerce Commission, which was estab
lished independent from the executive body
Globalization, Organization, and Public Administration Presentation
Transcript
1. Globalization, Organization, and PA Presenter: Engr. Marvin Darius M. Lagasca Professor: Jo B.
Bitonio ME 215 Management of Change & Transition
2. GLOBALIZATION Definition: The movement towards the expansion of economic and social ties
between countries through the spread of corporate institutions and the capitalist philosophy
that leads to the shrinking of the world in economic terms. describes the process by which
regional economies, societies, and cultures have become integrated through a global network of
political ideas through communication, transportation, and trade. (wikipedia)
20. 3.
4. Globalization is Made Possible by: Technology Communication networks Internet access
Growth of economic cooperation (APEC, EU, NAFTA, WTO, etc.) and movement to free trade
Collapse of ‘communism’
5. GLOBALIZATION AND ORGANIZATIONS What changes has GLOBALIZATION brought about in
the structure and design of bureaucratic ORGANIZATIONS?
6. WEBER’S BUREAUCRATIC ORGANIZATION FEATURES: Hierarchical Centralized Division of
Labor Authoritarian Rigid Adherence to Rules and Procedures Impersonal Relationships
7. Advantage: It has the promise of stability, order, precision, and predictability. Disadvantage:
Too slow and too rigid, and therefore inappropriate to the demands of Globalization.
8. FEATURES & FORMS OF GLOBAL ORGANIZATIONS A. NETWORK ORGANIZATIONS Rather than
perform the entire sequence of functions from planning, researching, designing, manufacturing,
and marketing a product, organizations are LINKING with other organizations with the expertise
for specific projects. Network organizations utilize the expertise of their partners. This is much
faster and more flexible than the Weber type of organization.
9. B. CELLULAR ORGANIZATIONS Analogous to the living organism, the cell, which can perform
all the functions of life but by interacting with other cells, is able to do more complex functions.
A cellular organization is made up of autonomous business units or self-managed teams that
interact with other cells in order to become a more competent organization.
10. C. VIRTUAL ORGANIZATION E-mail, mobile phones, computers, fax modems, and video
conferencing dispense with requiring people to be together in the same place at the same time.
Some entrepreneurs now have office addresses located in prestigious business districts like
Makati that may appear impressive in business cards but are actually only virtual offices that
perform as mail forwarders or message centers.
11. D. OTHER FORMS OF ORGANIZATIONS Joint Ventures and Strategic Alliances - cooperative
arrangements that adopt a collective strategy enabling organizations to enter new markets,
both domestic and global. Modular Corporations -subcontracts all non-core activities, like
computer operations, cafeteria, security services, and janitorial services to outsiders.
12. Regardless of the structure adopted, the trend is toward flat organizational structures and
less hierarchy, less centralization of authority, less rigidity and more flexibility and dynamism.
13. GLOBALIZATION AND PUBLIC ADMINISTRATION The private sector has changed and adopted
with the trends set by Globalization. Will the public sector follow suit? What are the challenges
set by Globalization to Public Administration?
14. Challenges to Public Administration Hierarchical, centralized bureaucracies designed in the
1930s or 1940s simply do not function well in a rapidly changing, information-rich, knowledgeintensive society and economy today. -Osborne & Gaebler from their book Reinventing
Government
15. Osborne and Gaebler suggest that governments should: 1) steer, not row (or as Mario
Cuomo put it, "it is not government's obligation to provide services, but to see that they're
provided") 2) empower communities to solve their own problems rather than simply
deliver services 3) encourage competition rather than monopolies 4) be driven by missions,
rather than rules 5) be results-oriented by funding outcomes rather than inputs
16. 6) meet the needs of the customer, not the bureaucracy 7) concentrate on earning money
rather than spending it 8) invest in preventing problems rather than curing crises 9) decentralize
authority and 10) solve problems by influencing market forces rather than creating public
programs
21. 17. Old Public Administration: Large bureaucracy, slow, and inefficient Low quality of civil
service Citizens unaware of their rights Limited resources Lack of capacity building for citizens
and politicians Excessive and overlapping rules and regulations
18. Old Public Administration Weak performance and weak results-based management system
Lack of culture of competitiveness State has strong monopoly position (excessive regulation)
Discrete information process (lack of transparency) Poor accountability mechanisms
19. New Public Administration: Elements Lean State Separation of Decision-making Levels Lean
Management New Service Attitude New Model of Control
20. NPM Element: Lean State Cutting back on excessive regulation Prioritizing the freedoms of
citizens Defining the core functions of government Developing Public-Private Partnerships (PPP)
Active participation of civil society in governance – from planning, budgeting, and
implementation to monitoring and evaluation Leveraging Resources
21. NPM Element: Separation of decision-making levels Separation of the strategic level
(deciding what has to be done; setting targets and time frames; and defining the budget) from
the operative level (deciding how things have to be done; delivery of services; reporting) of
decision making.
22. NPM Element: Lean Management Focus on efficiency, continuous improvement, and
capacity building Development of new leadership style Management by objectives Teamwork
Flat organization Performance incentives
23. NPM Element: New Service Attitude While traditional public administration regards citizens
as service receivers who are unilaterally given limited choices by government, PA must regard
citizens as customers who have multiple choices, similar to the alternatives available in any
market .
24. NPM Element: New Model of Control Quality Management Decentralization Benchmarking
Results-oriented Product Approach
25. But the Question is: Did PA in the Philippines embrace the necessary changes and reforms to
address the demands of the times?