This document outlines the development of classical organization theory from 1776 to the 1930s and neoclassical organization theory from the 1940s to 1950s. It discusses early influential thinkers like Woodrow Wilson, who distinguished between politics and administration in government. Later theorists like Barnard, Selznick, Simon, and Merton challenged assumptions of early theory. Barnard emphasized cooperation over commands and incentives for participation. Selznick viewed organizations as organic and adaptive. Simon criticized "proverbs" of theory and advocated for satisficing. Merton noted potential for bureaucracy to become dysfunctional. Cyert and March framed organizations as coalitions that bargain over objectives.
1) The document discusses Frederick Taylor's scientific management theory, which aimed to improve industrial efficiency through applying scientific analysis to management problems.
2) Taylor's key ideas included analyzing each job to determine the "one best way" to perform it, scientifically selecting and training workers, and cooperating to ensure work is done according to scientific principles.
3) Scientific management addressed routine factory work and used techniques like time and motion studies to standardize work methods. It sought to increase productivity through specialization, standardization, and paying workers based on their individual output.
A historical development_of_the_management_thoughtsDiwakar Prasad
This document provides a brief outline of the historical development of management thoughts. It discusses two ways of defining "management thought" - as coherent theories or systems of management, or more broadly as thinking and ideas about the meaning, purpose, and tasks of management. The main problem is defining where to start, as management ideas have existed since ancient times but the most influential work was Frederick Taylor's "The Principles of Scientific Management" in 1911. To understand why Scientific Management emerged, one needs to look back further to the late 19th century and the first calls for improved management methods stemming from the Industrial Revolution. The document questions where exactly to start - with thinkers like Charles Babbage, Robert Owen, Adam Smith, or even further back
This document discusses several principles and theories of organization and management, including:
1. Herbert Simon's principles of administrative efficiency through specialization of tasks, hierarchy of authority, and limiting span of control.
2. Luther Gulick's notes on the theory of organization, discussing organizing workers by purpose, process, clientele, or place.
3. Frederick Taylor's scientific management theory which aimed to improve efficiency through developing scientific approaches to tasks and selecting/training workers.
4. Challenges and ambiguities are discussed around concepts like specialization, unity of command, span of control, and organizing by purpose versus other approaches. Overall the document analyzes different views on dividing and coordinating work in
This document discusses the meaning and scope of public administration and how it has evolved over time. It begins by noting there is no consensus on a definition and different writers have defined it in different ways, either broadly to include policymaking or narrowly as just the executive branch. It discusses how early thinkers like Woodrow Wilson viewed public administration and principles that were established. Over time, factors like industrialization, technology development, and scientific management movement influenced the growth of public administration as an academic discipline in the late 19th/early 20th century. The core components of administration are also outlined.
This document outlines three theories of organization: classical, neoclassical, and modern. The classical theory views organizations as machines and individuals as components, aiming to increase efficiency. The neoclassical theory focuses on human behavior and informal relations. The modern theory views organizations as open systems composed of subsystems that adapt to their changing environments.
The document discusses behaviorism and its key principles including classical conditioning, operant conditioning, reinforcement, and punishment. It also covers applications of behaviorism such as language development, morality, aggression, and gender development. Finally, the document discusses social learning theory and how children develop self-efficacy through mastery experiences, modeling, verbal persuasion, and emotional states.
Chapter 15 theories of organizational behavior and leadershipstanbridge
This document provides an overview of several theories of organizational behavior and leadership from the early 1900s to present day. It discusses classical theories from Taylor, Fayol, and Weber that focused on scientific management and hierarchical structures. Later theories from Barnard, Simon, and Lewin incorporated social and psychological factors. Modern contingency theories consider how leadership style depends on situational factors. No single theory can fully explain organizational behavior, and a balanced approach is needed.
This document discusses the development of public administration as an academic discipline. It describes two frameworks for understanding the field's evolution: Golembiewski's development phases and Henry's paradigms. Golembiewski's phases analyze the conceptual focus and context of the field over time. Henry identifies five overlapping paradigms in public administration's intellectual development. The document then examines several influential early scholars and schools of thought that helped shape public administration, including scientific management and bureaucracy theory.
1) The document discusses Frederick Taylor's scientific management theory, which aimed to improve industrial efficiency through applying scientific analysis to management problems.
2) Taylor's key ideas included analyzing each job to determine the "one best way" to perform it, scientifically selecting and training workers, and cooperating to ensure work is done according to scientific principles.
3) Scientific management addressed routine factory work and used techniques like time and motion studies to standardize work methods. It sought to increase productivity through specialization, standardization, and paying workers based on their individual output.
A historical development_of_the_management_thoughtsDiwakar Prasad
This document provides a brief outline of the historical development of management thoughts. It discusses two ways of defining "management thought" - as coherent theories or systems of management, or more broadly as thinking and ideas about the meaning, purpose, and tasks of management. The main problem is defining where to start, as management ideas have existed since ancient times but the most influential work was Frederick Taylor's "The Principles of Scientific Management" in 1911. To understand why Scientific Management emerged, one needs to look back further to the late 19th century and the first calls for improved management methods stemming from the Industrial Revolution. The document questions where exactly to start - with thinkers like Charles Babbage, Robert Owen, Adam Smith, or even further back
This document discusses several principles and theories of organization and management, including:
1. Herbert Simon's principles of administrative efficiency through specialization of tasks, hierarchy of authority, and limiting span of control.
2. Luther Gulick's notes on the theory of organization, discussing organizing workers by purpose, process, clientele, or place.
3. Frederick Taylor's scientific management theory which aimed to improve efficiency through developing scientific approaches to tasks and selecting/training workers.
4. Challenges and ambiguities are discussed around concepts like specialization, unity of command, span of control, and organizing by purpose versus other approaches. Overall the document analyzes different views on dividing and coordinating work in
This document discusses the meaning and scope of public administration and how it has evolved over time. It begins by noting there is no consensus on a definition and different writers have defined it in different ways, either broadly to include policymaking or narrowly as just the executive branch. It discusses how early thinkers like Woodrow Wilson viewed public administration and principles that were established. Over time, factors like industrialization, technology development, and scientific management movement influenced the growth of public administration as an academic discipline in the late 19th/early 20th century. The core components of administration are also outlined.
This document outlines three theories of organization: classical, neoclassical, and modern. The classical theory views organizations as machines and individuals as components, aiming to increase efficiency. The neoclassical theory focuses on human behavior and informal relations. The modern theory views organizations as open systems composed of subsystems that adapt to their changing environments.
The document discusses behaviorism and its key principles including classical conditioning, operant conditioning, reinforcement, and punishment. It also covers applications of behaviorism such as language development, morality, aggression, and gender development. Finally, the document discusses social learning theory and how children develop self-efficacy through mastery experiences, modeling, verbal persuasion, and emotional states.
Chapter 15 theories of organizational behavior and leadershipstanbridge
This document provides an overview of several theories of organizational behavior and leadership from the early 1900s to present day. It discusses classical theories from Taylor, Fayol, and Weber that focused on scientific management and hierarchical structures. Later theories from Barnard, Simon, and Lewin incorporated social and psychological factors. Modern contingency theories consider how leadership style depends on situational factors. No single theory can fully explain organizational behavior, and a balanced approach is needed.
This document discusses the development of public administration as an academic discipline. It describes two frameworks for understanding the field's evolution: Golembiewski's development phases and Henry's paradigms. Golembiewski's phases analyze the conceptual focus and context of the field over time. Henry identifies five overlapping paradigms in public administration's intellectual development. The document then examines several influential early scholars and schools of thought that helped shape public administration, including scientific management and bureaucracy theory.
The document discusses three topics for tonight:
1) Categories of organizational theory including classical, neoclassical, human resource, modern structuralism, organizational economics, power and politics, and organizational culture approaches.
2) Trends in public administration theory such as rational, control, and internal process models versus open systems, flexibility, and human relations models.
3) Ethics in public management.
This document summarizes several concepts from organizational theory literature:
1) Rosabeth Moss Kanter's theory of powerlessness in organizations and how it especially impacts front-line supervisors, staff professionals, and sometimes top executives who have little freedom, attention, or opportunity.
2) Joan Acker's concept of "gendering organizational theory" and how organizations are often set up with gender divisions through conscious decisions, masculine symbols and imagery, and interaction patterns that reinforce dominance.
3) Cox's view that managing diversity can enable greater problem solving, flexibility, creativity and innovation but is challenging due to entrenched organizational culture and slow change.
4) Katz and Kahn's general systems theory model of organizations as dynamic systems
The document discusses the Ministry of Works (MoW) in Malaysia. It outlines the MoW's core services, which include implementing infrastructure projects, overseeing privatized road and building maintenance, and promoting Bumiputera entrepreneurship in construction. It also lists departments and agencies under the MoW, such as the Public Works Department, Highway Authority, and Construction Industry Development Board. Additionally, the MoW monitors these bodies and implementation of client ministry projects, advises the Construction Industry Development Board, and supports professional services development corporations. High turnover of the MoW's Secretary Generals is noted since 1999.
Organization culture theory argues that to change organizations, one must change their underlying culture. Culture is determined by shared values, norms, and traditions that guide employee behavior. Leaders play a key role in establishing and changing an organization's culture. Various models describe how to analyze and understand organizational culture, such as identifying shared behaviors, language, decision-making processes, and symbols that embody a culture. Appreciative inquiry focuses on identifying strengths within a culture to facilitate positive change.
This document discusses several theories of power and politics within organizations:
- Michels' "Iron Law of Oligarchy" argues that all large organizations are inevitably run by an oligarchy, even democratic socialist parties. However, organizations vary in how open they are to new leadership.
- French and Raven identified five bases of power: reward, coercion, legitimacy, expertise, and referent. Kanter expanded on this, arguing that power comes from access to resources, information, and support.
- Mintzberg viewed organizational behavior as a "power game" between different influencers, including owners, directors, employees, and other stakeholders.
The document discusses organizational economics theory and provides summaries of the works of several scholars in the field. It describes Jensen and Meckling's work on agency costs, managers, and firms, explaining how managers may not always act in the owners' interests due to personal incentives. It also summarizes Williamson's work on transaction costs, how specialization leads to costs from delays, monitoring, and communication issues, and how organizing activities within a firm can reduce these transaction costs compared to outsourcing. Finally, the document provides tips on writing effective memos and emails to communicate within an organization.
Modern structuralists build upon classical structural theorists like Taylor, Fayol, and Weber but propose less rigid organizational structures. Burns and Stalker distinguish between mechanistic and organic systems, with the latter being more flexible and participatory. Selznick argues that no formal chart can fully describe an organic whole. Blau and Scott repeat ideas from earlier theorists about communication, cooperation, and bureaucracy. Debate continues around whether organizations should be structured by function or product. Mintzberg identifies five basic organizational parts. Technology impacts organizational structure depending on the type of technology and organization. Structural analysis of organizations has continued as a trend while declining in emphasis.
The document discusses the human resource theory perspective in organizational behavior. It covers several topics: (1) Mary Parker Follett and the Hawthorne experiments were early influences that emphasized listening to employees and participatory management; (2) Maslow's hierarchy of needs and revisions by Alderfer and McGregor's Theory X and Theory Y shaped approaches to motivating employees; (3) "Groupthink" refers to pressure toward conformity that inhibits consideration of alternatives. The document provides details on each of these concepts and their importance to human resource theory.
This document discusses some of the key thinkers and ideas in early modern organization theory from the late 1700s to early 1900s. It covers Adam Smith's focus on the division of labor and efficiency, Frederick Taylor's scientific management approach of analyzing workflows and standardizing processes, Max Weber's description of bureaucracy as a rationalized system of hierarchy and rules, Henri Fayol's principles of management including unity of command and proper centralization, and Luther Gulick's POSDCoRB framework outlining the main functions of management. While their approaches were criticized for being too simplistic or ignoring human factors, these early theorists laid important groundwork for later organization theory.
This document provides guidance for students creating presentations about management books for a class. It includes tips on layout, design, and slide content. For layout, it recommends a clean white background, sans serif fonts in a large readable size, and minimizing text and clutter per slide. For slide transitions, it suggests using a simple "fade through black." It also advises using progressive reveals of content to keep the audience focused, and letting the visuals drive the presentation rather than overloading slides with text. Finally, it shows examples of using PowerPoint's "SmartArt" diagrams and new 2007 features. The overall document aims to help students create effective, visually-driven presentations about management literature for their class.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
The document discusses three topics for tonight:
1) Categories of organizational theory including classical, neoclassical, human resource, modern structuralism, organizational economics, power and politics, and organizational culture approaches.
2) Trends in public administration theory such as rational, control, and internal process models versus open systems, flexibility, and human relations models.
3) Ethics in public management.
This document summarizes several concepts from organizational theory literature:
1) Rosabeth Moss Kanter's theory of powerlessness in organizations and how it especially impacts front-line supervisors, staff professionals, and sometimes top executives who have little freedom, attention, or opportunity.
2) Joan Acker's concept of "gendering organizational theory" and how organizations are often set up with gender divisions through conscious decisions, masculine symbols and imagery, and interaction patterns that reinforce dominance.
3) Cox's view that managing diversity can enable greater problem solving, flexibility, creativity and innovation but is challenging due to entrenched organizational culture and slow change.
4) Katz and Kahn's general systems theory model of organizations as dynamic systems
The document discusses the Ministry of Works (MoW) in Malaysia. It outlines the MoW's core services, which include implementing infrastructure projects, overseeing privatized road and building maintenance, and promoting Bumiputera entrepreneurship in construction. It also lists departments and agencies under the MoW, such as the Public Works Department, Highway Authority, and Construction Industry Development Board. Additionally, the MoW monitors these bodies and implementation of client ministry projects, advises the Construction Industry Development Board, and supports professional services development corporations. High turnover of the MoW's Secretary Generals is noted since 1999.
Organization culture theory argues that to change organizations, one must change their underlying culture. Culture is determined by shared values, norms, and traditions that guide employee behavior. Leaders play a key role in establishing and changing an organization's culture. Various models describe how to analyze and understand organizational culture, such as identifying shared behaviors, language, decision-making processes, and symbols that embody a culture. Appreciative inquiry focuses on identifying strengths within a culture to facilitate positive change.
This document discusses several theories of power and politics within organizations:
- Michels' "Iron Law of Oligarchy" argues that all large organizations are inevitably run by an oligarchy, even democratic socialist parties. However, organizations vary in how open they are to new leadership.
- French and Raven identified five bases of power: reward, coercion, legitimacy, expertise, and referent. Kanter expanded on this, arguing that power comes from access to resources, information, and support.
- Mintzberg viewed organizational behavior as a "power game" between different influencers, including owners, directors, employees, and other stakeholders.
The document discusses organizational economics theory and provides summaries of the works of several scholars in the field. It describes Jensen and Meckling's work on agency costs, managers, and firms, explaining how managers may not always act in the owners' interests due to personal incentives. It also summarizes Williamson's work on transaction costs, how specialization leads to costs from delays, monitoring, and communication issues, and how organizing activities within a firm can reduce these transaction costs compared to outsourcing. Finally, the document provides tips on writing effective memos and emails to communicate within an organization.
Modern structuralists build upon classical structural theorists like Taylor, Fayol, and Weber but propose less rigid organizational structures. Burns and Stalker distinguish between mechanistic and organic systems, with the latter being more flexible and participatory. Selznick argues that no formal chart can fully describe an organic whole. Blau and Scott repeat ideas from earlier theorists about communication, cooperation, and bureaucracy. Debate continues around whether organizations should be structured by function or product. Mintzberg identifies five basic organizational parts. Technology impacts organizational structure depending on the type of technology and organization. Structural analysis of organizations has continued as a trend while declining in emphasis.
The document discusses the human resource theory perspective in organizational behavior. It covers several topics: (1) Mary Parker Follett and the Hawthorne experiments were early influences that emphasized listening to employees and participatory management; (2) Maslow's hierarchy of needs and revisions by Alderfer and McGregor's Theory X and Theory Y shaped approaches to motivating employees; (3) "Groupthink" refers to pressure toward conformity that inhibits consideration of alternatives. The document provides details on each of these concepts and their importance to human resource theory.
This document discusses some of the key thinkers and ideas in early modern organization theory from the late 1700s to early 1900s. It covers Adam Smith's focus on the division of labor and efficiency, Frederick Taylor's scientific management approach of analyzing workflows and standardizing processes, Max Weber's description of bureaucracy as a rationalized system of hierarchy and rules, Henri Fayol's principles of management including unity of command and proper centralization, and Luther Gulick's POSDCoRB framework outlining the main functions of management. While their approaches were criticized for being too simplistic or ignoring human factors, these early theorists laid important groundwork for later organization theory.
This document provides guidance for students creating presentations about management books for a class. It includes tips on layout, design, and slide content. For layout, it recommends a clean white background, sans serif fonts in a large readable size, and minimizing text and clutter per slide. For slide transitions, it suggests using a simple "fade through black." It also advises using progressive reveals of content to keep the audience focused, and letting the visuals drive the presentation rather than overloading slides with text. Finally, it shows examples of using PowerPoint's "SmartArt" diagrams and new 2007 features. The overall document aims to help students create effective, visually-driven presentations about management literature for their class.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...
UM 3 Neoclassical
1. Classical Organization Theory
(1776 – 1930s) Private
Sector
Mostly early 20th century
Public
Public Administration Sector
Bill Adams, FEA, University of Malaya
Theory at the same time?
Late 1800s but
mostly early 20th century
2. Early Public Administration Theory
Regarding Public Organizations
Modern academic study of
public administration began
in Europe and the US in the
late 1800s.
Woodrow Wilson (1887) distiguished between
Bill Adams, FEA, University of Malaya
● politics (the will of the state) and
● administration (execution of that will).
Government could be neatly and simply
divided into decision-making and execution.
4. Early Public Admin. Views…
Influenced by the scientific management
movement.
Administration still an art more than a science,
but ought to try to be more scientific.
Greatly concerned with organization and control:
Division of labor, span of control, organization
Bill Adams, FEA, University of Malaya
hierarchy, chain of command, reporting systems,
development of standard operating rules.
Control needed to assure both accountability and
efficiency.
5. Classical Organization Theory
(1776 – 1930s)
Mostly early 20th Century
Neoclassical Organization Theory
Bill Adams, FEA, University of Malaya
Mostly 1940s and 1950s
Extremely influential period!
6. Chester Barnard’s 1937
Functions of the Executive
(Communication & Coöperation)
Barnard emphasized the
importance of strong effective
organizational communications.
But historically he is especially
Bill Adams, FEA, University of Malaya
famous for emphasizing the need
for coöperation (not commands).
Coöperation obtained by
incentives and persuasion.
8. Barnard’s Incentives
Specific General
Inducements Inducement
Material (pay) Customary practices
Nonmaterial Social compatibility
(prestige, power) (attractive assoc.)
Bill Adams, FEA, University of Malaya
Work setting Social solidarity
(comfortable) (communion)
Personal ideals (pride, Enlarged participation
altruism, values) (having an impact)
9. If short on inducements,
then need “persuasion”:
● Coercion (force)
● Promote “opportunity”
● Promote “motives”
Bill Adams, FEA, University of Malaya
Personal ideals (pride, Enlarged participation
altruism, values) (having an impact)
10. Notice the change in tone:
Less about structure & commands.
Bill Adams, FEA, University of Malaya
Next to Selznick who draws heavily on
Barnard’s idea of essential cooperation.
11. Selznick: Organization as an Organism
Bill Adams, FEA, University of Malaya
No formal organization chart
(abstract rational design) can
fully describe the “organic” whole.
12. Selznick: Organization as an Organism
Organizations develop…
● unwritten laws,
● adaptive mechanisms
for reacting to external environment
Bill Adams, FEA, University of Malaya
in self-defense for the maintenance
of the system.
13. Selznick: Tactic of “Co-optation”
As one response to
threats, organizations
often employ the tactic
of “co-optation” as a way to
Bill Adams, FEA, University of Malaya
absorb or adjust to challenges.
14. Notice the change in tone:
Less about structure & commands.
Even bigger shift with Herbert Simon
who blasts prior “principles” as highly
ambiguous and contradictory
Bill Adams, FEA, University of Malaya
“proverbs” – and says organizational
research needs to be greatly improved!
15. Herbert Simon attacks the “Proverbs”
Unity of • Can conflict with specialization! Who is
the boss of accountant at local school?
Command The local boss or HQ accounting office?
Span of • Can conflict with need to limit layers of
hierarchy! And no clear criteria for the
Control optimum span of five to a dozen.
Bill Adams, FEA, University of Malaya
Speciali- • But competing bases of specialization:
zation purpose, process, clientele, location?
16. Herbert Simon: Satisficing
“Satisfice” = satisfy + suffice
A decision-making practice of
accepting an adequate outcome,
rather than a “perfect” outcome
(fully optimized).
Bill Adams, FEA, University of Malaya
“Bounded rationality” = rational
but humans have limits!
17. Merton: Bureaucratic Dysfunction
Devotion to rules
Bureaucracy
becomes the goal
demands reliable
(not an
response & rules
instrument)
Cannot adapt to So the things that
Bill Adams, FEA, University of Malaya
special conditions help efficiency
not anticipated can cause
by the usual rules dysfunction too
Merton also notes the career pressures to
reinforce the shared strict devotion to rules.
18. Bill Adams, FEA, University of Malaya
Bureaucratic “Pecking Order”
19. Cyert & March
Dilemma in org theory is between
● putting everything into the theory
and making it unmanageable, or
● pruning it to a simple system and
Bill Adams, FEA, University of Malaya
making it unrealistic!
20. Cyert & March: Coalitions
Organizations may be viewed
as coalitions.
The coalitions bargain about
the organization’s objectives.
Bill Adams, FEA, University of Malaya
The objectives may be vague!