context for organization theory pua 713 dr. springer fall 2005

CONTEXT FOR ORGANIZATION THEORY

PUA 713

DR. SPRINGER

FALL 2005

INSIDE FORCES ON A PUBLIC AGENCY MANAGER

AGENCY HEAD OR MANAGER

AGENCY HEAD OR MANAGER

NEED TO MAINTAIN OR INCREASE PRODUCTIVITY

DEMANDS OF UNITS

PROFESSIONAL ASSOCIATIONS.

EMPLOYEE/UNION DEMANDS

MORALE

BUDGET CONSTRAINTS

THE POLITICAL & CULTURAL ENVIRONMENT OF PUBLIC POLICY &

IT’S ADMINISTRATION

WHAT IS PUBLIC POLICY– Public Policymaking in a Republic– Executive Powers

• The Restricted View– Wm. Taft and Strict Constructionism

• The Prerogative Theory– John Locke and Executive Privilege

• The Stewardship Theory– T. Roosevelt and Actions in the Public Interest

THE POLITICAL & CULTURAL ENVIRONMENT OF PUBLIC POLICY & ITS ADMINISTRATION

THE POLICY MAKING PROGRESS– Agenda Setting

• Process of ideas bubbling up for consideration• Anthony Downs – Preproblem, Alarmed Discovery,

Recognition, Decline of Public Interest, Post Problem Phase

– Decision Making • Rational• Intelligence, Recommending, Prescribing, Invoking,

Application, Appraisal, and Terminating Phases

– Implementation – small decisions at the margin• Seven Reasons for Incrementalism

– Evaluation – Feedback

RATIONAL ACCORDING TO HERMAN SIMON

1958

MAKING OPTIMAL CHOICES IN HIGHLY SPECIFIED ENVIRONMENT– IDENTIFYING ALTERNATIVES A GIVEN– CONSEQUENCES FOR EACH

• CERTAINTY, RISK, AND UNCERTAINTY

– DECISIONMAKER CAN RANK CHOICES BASED UPON CONSEQUENCES

– GOOD SELECTION POSSIBLE – MINIMAX RISK=MAXIMUM BENEFIT AND

MINIMUM CONSEQUENCE

THE POLITICAL & CULTURAL ENVIRONMENT OF PUBLIC POLICY &

ITS ADMINISTRATION

POWER--THE EXTERNAL PERSPECTIVE– Pluralism

• Assuming the shifting of power within a democracy

– Group Theory• Madison – Federalist Paper #10• Interest Groups Will Be Heard and Can Be

Managed

– Organizational Goals– Internal Power Relationships

THE POLITICAL & CULTURAL ENVIRONMENT OF PUBLIC POLICY & ITS ADMINISTRATION

THE CULTURES OF PUBLIC ADMINISTRATION– The Outside Cultural Environment – The Inside Cultural Environment – Professional Socialization– Symbolic Management

THE EVOLUTION OF ORGANIZATIONAL AND MANAGEMENT THEORY

From Moses Meets a Management Consultant to New

Public Management

A CHRONOLOGY 400 B.C. SOCRATES – MGT IS AN ART UNTO ITSELF 360 B.C. ARISTOTLE – CULTURAL CONTEXT 1776 ADAM SMITH – OPTIMAL ORGANIZATION OF

PIN FACTOR 1813 ROBERT OWEN – EMPLOYEES ARE VITAL

MACHINES 1910 LOUIS BRANDEIS AND FREDERICK TAYLOR -

SCIENTIFIC MANAGEMENT 1922 MAX WEBER –BUREAUCRACY AS A

STRUCTURE

A CHRONOLOGY 1937 GULICK’S POSDCORB 1940 MERTON AND THE DYSFUNCTIONS OF

BUREAUCRACY 1946 SIMON ATTACKS THE PRINCIPLES

APPROACH 1948 WALDO ATTACKS THE GOSPEL OF

EFFICIENCY 1949 SELNICK AND TVA’S COOPTATION 1954 DRUCKER AND MANAGEMENT BY

OBJECTIVES 1957 ARGYRIS AND THE CONFLICT BETWEEN

PERSONALITY AND THE ORGANIZATION

A CHRONOLOGY 1961 THOMPSON FINDS DYSFUNCTION

DUE TO ABILITY VS AUTHORITY 1962 PRESTHUS’ UPWARDMOBILES,

INDIFFERENTS AND AMBIVALENTS 1964 CROZIER – BUREAUCRACY AS AN

ORGANIZATION THAT CANNOT LEARN FROM ERRORS

1966 BENNIS PROCLAIMS DEATH TO BUREAUCRATIC INSTITUTIONS

1968 HERZBERG – MOTIVATORS, SATISFIERS AND HYGIENE FACTORS

1972 CLEVELAND – CONTINUOUS IMPROVISATION IS REQUIRED

1976 MACCOBY AND THE GAMESMAN 1981 PFEFFER – POWER IN

ORGANIZATIONS

A CHRONOLOGY 1983 ROSABETH MOSS KANTER AND

THE CHANGEMASTER 1988 ZUBOFF AND THE AGE OF THE

SMART MACHINE 1990 GAGLIARDI AND SYMBOLS AND

ARTIFACTS 1992 OSBORNE AND GAEBLER RE-

INVENT GOVERNMENT 1997 VIRTUAL ORGANIZATIONS AND

BEYOND 2000 SNOOK ANALYZES SYSTEMIC

BREAKDOWN IN FRIENDLY FIRE 2002 PERROW AND ORGANIZING AMERICA:

WEALTH, POWER AND ORIGINS OF CORPORATE CAPITALISM

MOSES CREATES FIRST BUREAUCRACY

JETHRO – INSTEAD OF COUNSELING EVERYONE – TEACHING ORDINANCES AND LAWS SO THEY FIND THEIR OWN WAY USING BASIC PRINCIPLES

HAVING TO DEAL WITH ONLY THE HARD CHOICES

EIGHT DEFINITIONS OF ORGANIZATION

WEBER– OBEY ORDERS

WALDO– STRUCTURE OF INTER-RELATIONS

BARNARD– CONSCIOUSLY COORDINATED

ACTIVITIES SELZNICK

– STRUCTURAL EXPRESSION OF RATIONAL ACTION

EIGHT DEFINITIONS OF ORGANIZATION

KATZ AND KAHN– ENERGETIC AND INTERDEPENDENT INPUTS-

OUTPUTS SILVERMAN

– SOCIAL INSTITUTIONS WITH SPECIAL CHARACTERISTICS AND LEGITIMACY

COHEN, MARCH, OLSEN– COLLECTION OF ISSUES LOOKING FOR

RESOLUTION AND DECISION MAKERS LOOKING FOR WORK

BRINGING THEORIES INTO PERSPECTIVE

DOMINANT METAPHORS PRIMARY UNITS OF ANALYSIS RELATION OF INDIVIDUAL TO ORG. MEANING OF RATIONALITY PRIMARY VALUES EMBODIES IN

THEORITICAL PERSPECTIVES “GENERIC” NO DIFFERENCE

BETWEEN PUBLIC AND PRIVATE SECTOR THEORIES???

THREE ARENAS OF PUBLIC ORGANIZATION

INTER-ORGANIZATIONAL– PUBLIC ADMINISTRATOR ACTS AS AGENT

INTRA-ORGANIZATIONAL– PUBLIC ADMINISTRATOR HAS A PLACE IN

THE ORGANIZATION

ORGANIZATION TO INDIVIDUAL– INTERACTIONS WITH INDIVIDUALS INSIDE

AND OUTSIDE AND DISCRETION

BUREAUCRACY ACCORDING TO MAX WEBER

1. FIXED AND OFFICIAL JURISDICTIONAL AREAS DEFINED BY REGULATIONS

2. AUTHORITY AND SUPERVISION 3. WRITTEN AND PRESERVED FILES 4. EXPERT TRAINING IS ASSUMED 5. OFFICIAL ACTIVITY DEMANDS AND

RECEIVES FULL CAPACITY 6. MANAGEMENT FOLLOWS STABLE,

COMPLETE AND UNDERSTANDABLE RULES

POSTURE OF THE OFFICIALACCORDING TO WEBER

OFFICE HOLDING IS A VOCATION SOCIAL ESTEEM APPOINTED BY LEGITIMATE

AUTHORITY TENURE FOR LIFE COMPENSATION AND PENSION SET FOR A CAREER WITHIN

HIERARCHY OF PUBLIC SERVICE

THE EVOLUTION OF MANAGEMENT & ORGANIZATION THEORY

THE ORGINS OF PUBLIC MANAGEMENT – The Continuing Influence of Ancient Rome– The Military Heritage of Public Administration– Comparing Military & Civilian Principles – The Principles Approach– The Cross-Fertilization of Military & Civilian

Management –


Key Concepts– Merit system– Public Works– Police– Commander in Chief– Span of Control– Unity of Command


WHAT IS ORGANIZATION THEORY?– Classical Organization Theory

• Production related and economic goals• Systematic Organization• Division of Labor• People Act Rationally

– Adam Smith and the Pin Factory• Laissez-faire capitalism


THE ORGINS OF SCIENTIFIC MANAGEMENT

– Frederick W. Taylor• Time and Motion, Measuring Management• Worker Development• Worker Cooperation• Division of Work

– Fayol’s General Theory of Management• Six Principles – technical, commercial,

financial, security, accounting, management

FREDERICK TAYLOR PRINCIPLES OF SCIENTIFIC MGT.DECEMBER, 1916

RESTRICTING WORKER OUTPUT HURTS THE WORKER

PRACTICE PRECEDES THEORY GOODWILL IS CREATED AMONG WORKERS WORKERS ASSUME NEW BURDENS

VOLUNTARILY THE SCIENCE OF SHOVELING AT

BETHLEHEM STEEL COSTS MONEY AND JUSTIFIES PROFIT MR. BARTH INCREASING WORK 2-3 TIMES

THROUGH ANALYSIS

FREDERICK TAYLOR PRINCIPLES OF SCIENTIFIC MGT.DECEMBER, 1916

1ST PRINCIPLE: LEARNING THE SCIENCE OF WORK BY STUDYING MOTION AND TIME ON THE JOB

2ND PRINCIPLE – SELECT AND DEVELOP WORKMEN

3RD PRINCIPLE – BRINGING SCIENCE TOGETHER WITH TRAINED WORKERS

4TH PRINCIPLE – DIVIDING WORK BETWEEN WORKERS AND MGT.

FAYOL’S PRINCIPLES OF MANAGEMENT

DIVISION OF WORK AUTHORITY AND RESPONSIBILITY DISCIPLINE UNIT OF COMMAND UNITY OF DIRECTION SUBORDINATION OF INDIVIDUAL TO

GENERAL INTEREST REMUNERATION OF PERSONNEL CENTRALIZATION


CLEAR LINE OF AUTHORITY ORDER EUITY STABILITY OF TENURE OF

PERSONNEL INITIATIVE ESPRIT DE CORPS


• THE PERIOD OF ORTHODOXY- between the wars• Paul Appleby’s Polemic

– Govt is different because Govt is Politics

• Luther Gulick’s POSDCORB

POSDCORB AS AN ORGANIZING PHILOSPHY

PRIMARY ACTIVITIES OF THE EXECUTIVE

CONSEQUENCE:– EMPHACIZING MEANS OF

ADMINISTRATION NOT PURPOSE– DICHOTOMY BETWEEN POLITICS AND

ADMINISTRATION– EFFICIENCY OF WORK IS IMPORTANT

THRU DIVISION OF LABOR

POSDCORB AS AN ORGANIZING PHILOSPHY

PLANNING ORGANIZING STAFFING DIRECTING COORDINATING REPORTING BUDGETING

FOUR VIEWS OF ORGANIZATION

MACRO LEVEL

NATURAL SELECTION

COLLECTIVE ACTION VIEW

SYSTEM STRUCTURAL VIEW

STRATEGIC CHOICE

MICRO LEVEL

DETERMINISTIC VOLUNTARISTIC

FOUR BUREAUCRATIC POSTURESTOWARD A COMPOSITE

APPROACH APPROACH FORM SCOPE COVERAGE MOTIVE OR VALUES ORIGINS NET IMPACT ON PUBLIC INTEREST NET IMPACT ON PERFORMANCE

WEBERIAN OR RESPONSIBLE REPRESENTATIVE

PUBLIC SERVICE PUBLIC CHOICE

ADMINISTRATIVE DECISION-MAKING

DECISION MAKING: CHOICES EFFICIENCY VS. EFFECTIVENESS PRODUCTIVITY

– WEBER – LEGAL/RATIONAL (INSTRUMENTAL) AUTHORITY

RIGHTS AND THE ADEQUACY OF PROCESS– PUBLIC WELFARE ADMINISTRATORS AND

THEIR CLIENTS REPRESENTATION AND CONTROL OF

DISCRETION– ROLE OF MORAL OBLIGATION/CODES OF

ETHICS

WHAT DOES PUBLIC ADMINISTRATION DEAL

WITH? DECISIONS THAT

– AFFECT PEOPLE’S LIVES– ARE MADE IN THE NAME OF THE

PUBLIC– USE PUBLIC RESOURCES

TAME AND WICKED PROBLEMS PERSONAL VS. ORGANIZATIONAL

ACTION

SYSTEM BETRAYED CASE

DECISIONS MADE– POLICY– ADMINISTRATION– SORTING THROUGH INTERESTS– ACCOUNTING FOR CONSEQUENCES– JUSTIFYING ACTIONS

WHOSE TO BLAME?

FOUR QUESTIONS TO THINK ABOUT. . .

WHAT IS THE PUBLIC ADMINISTRATION FRAMEWORK?

WHAT ARE THE THEORIES THAT APPLY TO ORGANIZATIONAL BEHAVIOR?

HOW WOULD YOU DEFINE ORGANIZATIONAL THEORY?

COMPARE AND CONTRAST CLASSICAL AND NEOCLASSICAL APPROACHES TO ORGANIZATIONAL BEHAVIOR

MOVING FROM CLASSICAL ON. . .

INDUSTRIAL REVOLUTION– EFFICIENCY AND EFFECTIVENESS

ORGANIZATION BY DECISION SETS ORGANIZATIONS AS PURPOSIVE

ENTITIES INTEGRATING INDIVIDUALS ORGANIZING AS REVEALED SELF-

INTEREST ORGANIZING AS SOCIAL ACTION OGANIZING AS DISCOVERED

RATIONALITY

SUPERINTENDENT’S REPORT

1856 – ERIE RAILROAD COMPANYSETTLED PRINCIPLES DIVISION OF RESPONSIBILITIES POWER TO CARRY OUT MEANS OF MEASUREMENT PROMPT REPORT OF ERRORS SO

CORRECTED DAILY REPORTS, CHECKS AND BALANCES ADOPTION OF SYSTEM TO ALLOW

GENERAL SUPERINTENDENT TO DETECT AND CORRECT ERRORS IMMEDIATELY

THE ENGINEER AS AN ECONOMIST

SEPARATE FROM THE AMERICAN SOCIETY OF MECHANICAL ENGINEERS

SHOP MANAGEMENT– ORG. , RESPONSIBILITY, REPORTS, SYSTEMS

OF WORK, EXECUTIVE MANAGEMENT

SHOP ACCOUNTING– TIME, WAGES, COSTS, BOOKKEEPING,

EXPENSES, RECORDS OF RESULTS AND PROFITS

CLASSICAL SCHOOL1930’S AND INFLUENTIAL

TODAY 1. ORGS EXIST TO ACCOMPLISH

PRODUCTION RELATED GOALS 2. ONE BEST WAY TO ORGANIZE 3. PRODUCTION IS MAXIMIZED THROUGH

SPECIALIZATION AND DIVISION OF LABOR

4. PEOPLE AND ORGANIZATIONS ACT IN ACCORDANCE WITH RATIONAL ECONOMIC PRINCIPLES

THE ECONOMY OF INCENTIVESCHESTER BARNARD - 1938

SPECIAL INDUCEMENTS FOR PRODUCTIVITY– MATERIAL– PERSONAL DEVELOPMENT– WORKING CONDITIONS– IDEAL BENEFACTIONS

• SATISY PERSONAL IDEALS RELATED TO FUTURE AND ALTRUISM

– ORGANIZATION ATTRACTIVENESS INCENTIVES DIFFER BY ORG. PURPOSE

– INDUSTRIAL – PRODUCTION OF MATERIAL GOODS + LIMITED MATERIAL REWARDS

– POLITICAL – PERSONAL PRESTIGE/MATERIAL REWARDS IMPORTANT TO IDEAL BENEFACTIONS

– RELIGIOUS – FAITH/LOYALTY MADE POSSIBLE BY MATERIAL CONTRIBUTIONS

BUREAUCRATIC STRUCTURE AND PERSONALITY

ROBERT MERTON - 1957

THE DYSFUNCTIONS OF BUREAUCRACY– SECRECY– OCCUPATIONAL PSYCHOSIS– OVERCONFORMITY– SECULAR AND SACRED DIVISION OF LABOR– DEPERSONALIZATION– DISCREPANCY BETWEEN IDEOLOGY AND

FACT• SERVANTS OF THE PEOPLE?

– QUESTIONS TO BE ANSWERED• PRESTIGE SYMBOLS TO INNER CIRCLE?


“MODERN” STRUCTURAL ORGANIZATION THEORY– Talcott-Parsons 1951– Social Systems vs. Political Organizations– Basic Assumptions

• ORGANIZATIONS ARE RATIONAL• BEST STRUCTURES• DIVISION OF LABOR• PROBLEMS ARE STRUCTURAL

– Mechanisms and Organic Systems


NEOCLASSICAL ORGANIZATION THEORY- 1776 TO 1937

ORGANIZATIONS DO NOT EXIST AS ISLAND– Herbert Simon’s Influence

• SATISFICING• BOUNDED RATIONALITY

– The Impact of Sociology• SELZNIK – GOALS AND VALUES NOT

NECESSARILY ALIGNED• OPENING UP ORGANIZATIONS

ORGANIZATIONS AS NON-RATIONAL INSTITUTIONS

SELSNICK - 1948

ORGANIZATIONS AS ECONOMIES ORGANIZATIONS AS ADAPTIVE SOCIAL

SYSTEMS STRUCTURAL-FUNCTIONAL ANALYSIS

– SECURITY, STABILITY CONTINUITY, RECALCITRANCE, HOMOGENEITY OF OUTLOOK

CO-OPTATION – PROCESS OF ABSORBING NEW ELEMENTS

AS A MEANS OF AVERTING THREATS

ORGANIZATIONS AS A COLLECTION OF BEHAVIORS

Cyert & March -1959

COALITIONS– OBJECTIVES SET THRU BARGAINING,

INTERNAL CONTROLS AND ADJUSTING TO EXPERIENCE

– EXAMPLE: COMMITTEE AND PAINTING– PREDICTIVE THEORY

• DEMANDS AND PROBLEMS FOR MEMBERS• TOOL TO CHANGE DEMAND OVER TIME• ATTENTION-FOCUS TOOL FOR DEMANDS• ATTENTION-FOCUS TOOL FOR PROBLEMS• DEMAND EVALUATION PROCEDURE• TOOL FOR CHOOSING AMONG VIABLE COALITIONS


SYSTEMS THEORY– SYSTEMS ANALYSIS-RIGOROUS COLLECTION,

MANIPULATION AND EVALUATION OF DATA TO MAKE GOOD DECISIONS

– CYBERNETICS – ADAPTIVE SYSTEMS REQUIRING MULTI-DISCIPLINARY APPROACHES

– THE LEARNING ORGANIZATION-PERSONAL MASTERY, MENTAL MODELS, SHARED VISION, TEAM LEARNING, SYSTEMS THINKING


THE ORGINS OF PUBLIC MANAGEMENT – The Continuing Influence of Ancient Rome– The Military Heritage of Public Administration– Comparing Military & Civilian Principles – The Principles Approach– The Cross-Fertilization of Military & Civilian

Management

NEO-CLASSICAL: ORGANIZATIONS AS DECISION

SETS

FROM SYSTEM, HIERARCHY, STRUCTURE TO NEO-CLASSICAL:– HUMAN ANALYSIS– DECISIONMAKERS– SERIES OF CHOICES – RATIONAL LINKAGES– BOUNDED BY ORGANIZATIONAL

PURPOSE

FAYOL’S FOURTEEN PRINCIPLES

PRINCIPLES APPLY DIFFERENTLY IN DIFFERENT SITUATIONS

ADMINISTRATION: TO BRING A BETTER, ORDERED LIFE FOR THE ORGANIZATION AND THOSE WORKING IN IT– SUBORDINATION OF INDIVIDUAL INTERESTS

TO COMMON GOOD– HIERARCHY– CENTRALIZATION– UNITY OF COMMAND AND MANAGEMENT

FAYOL’S PRINCIPLES OF MANAGEMENT-1916

DIVISION OF WORK AUTHORITY AND RESPONSIBILITY DISCIPLINE UNIT OF COMMAND UNITY OF DIRECTION SUBORDINATION OF INDIVIDUAL TO GENERAL

INTEREST REMUNERATION OF PERSONNEL

– JOB, PIECE, BONUSES, PROFIT SHARING, PAYMENT IN KIND, WELFARE WORK, NON-FINANCIAL INCENTIVES

CENTRALIZATION – ALWAYS THERE JUST QUESTION OF PROPORTION


SCALAR CHAIN: CLEAR LINE OF AUTHORITY

ORDER EQUITY STABILITY OF TENURE OF

PERSONNEL INITIATIVE ESPRIT DE CORPS

CONSEQUENCES OF POSDCORBLUTHER GULICK

WILSONIAN CONTEXT: ACHIEVING MEANS WITHIN A DEMOCRACY

EMPHASIS ON DIVISION OF WORK ORGANIZATION AS A TECHNICAL

PROBLEM CENTRALITY OF EFFICIENCY

KEY TERMS SATISFICING: LIMITS TO DECISION MAKING RATIONAL MAN: ANALYZES COMPLEXITIES

AND MAXIMIZES CHOOSING BEST ALTERNATIVE

BOUNDED RATIONALITY: LIMITING ADMIISTRATIVE RATIONALITY DUE TO – COMPLETE KNOWLEDGE OF

CONSEQUENCES– FUTURE MUST BE ANTICIPATED– ALTERNATIVE BEHAVIORS LIMITED– ORGANIZATIONAL SETTING– PSYCHOLOGICAL STATE

• NARROW INTERPRETATION

KEY TERMS INSTRUMENTAL RATIONALITY – SUBJECTIVE

MEANS-END REASONING DECISION – CONCLUSION DRAWN FROM SET OF

VALUE AND FACTUAL PREMISES EFFICIENCY –MAXIMIZE ATTAINMENT OF CERTAIN

ENDS WITH SCARCE RESOURCES EFFECTIVENESS-ACCOMPLISHING ORG

OBJECTIVES AND OVERALL PERFORMANCE PUBLIC PROBLEMS – EXTRA-ORGANIZATIONAL AUTHORITY –POWER TO MAKE DECISIONS WHICH

GUIDE THE ACTIONS OF ANOTHER COORDINATION – THE PRINCIPLES OF

ORGANIZATIONS IN TOTO OPERATING THRU A SUPERME COORDINATING AUTHORITY (URWICK)

SIMON’S ACCEPTED ADMINISTRATIVE PRINCIPLES

ADMIN. EFFICIENCY INCREASED BY:– SPECIALIZATION OF THE TASK– ARRANGING MEMBERS IN DETERMINATE

HIERARCH OF AUTHORITY– LIMITING SPAN OF CONTROL TO A SMALL

NUMBER– GROUPING WORKERS ACCORDING TO

PURPOSE, PROCESS, CLIENTELE AND PLACE KNOWLEDGE IS NEUTRAL

– VALUES OF USER APPLY TEHCNOLOGY IS APPLIED KNOWLEDGE

AND NEUTRAL

RATIONAL ACCORDING TO HERMAN SIMON

1958

MAKING OPTIMAL CHOICES IN HIGHLY SPECIFIED ENVIRONMENT– IDENTIFYING ALTERNATIVES A GIVEN– CONSEQUENCES FOR EACH

• CERTAINTY, RISK, AND UNCERTAINTY

– DECISIONMAKER CAN RANK CHOICES BASED UPON CONSEQUENCES

– GOOD SELECTION POSSIBLE – MINIMAX RISK=MAXIMUM BENEFIT AND

MINIMUM CONSEQUENCE

HERBERT SIMON’S ACCEPTED ADMINISTRATIVE

PRINCIPLES

EFFICIENCY IS INCREASED BY 1. SPECIALIZATION

2. GROUP IN HIERARCHY

3. LIMITING SPAN OF CONTROL

4. ORGANIZING ACCORDING TO PURPOSE, PROCESS, CLIENTELE AND PLACE

OVERHAULING THE PROVERBS NOT PRINCIPLES OF ADMINISTRATION

1. DEVELOP A VOCABULARY

2. STUDY THE LIMITS OF RATIONALITY

DECISION-SET CHARACTERISTICS

DECISION MAKING IS FOCAL POINT OF ADMINISTRATION – MAKING DECISIONS, ANALYSIS, PRIORITIZING,

COMMUNICATION CORE MODE OF OPERATION IS

INSTRUMENTAL RATIONALITY EFFICIENCY AS A MEASURE ROLES MORE IMPORTANT THAN

INDIVIDUALS WHAT ROLE REPRESENTATION AND

CONTROL OF DISCRETION??

OPEN SYSTEMS AND SYSTEM MANAGEMENT

OPEN SYSTEMS – ANY ORGANIZATION THAT INTERACTS WITH ITS ENVIRONMENT

STRUCTURAL/FUNCTIONALISM – ORGS EXPLAINED IN TERMS OF CONTRIBUTION TO MAINTAINING THE SYSTEM

SYSTEMS THEORY – DYNAMIC RELATIONSHIPS OF INPUTS, PROCESSES, OUTPUTS, FEEDBACK LOOPS, ENVIRONMENT

NEO-CLASSICAL APPROACHES

WHAT ARE THE DISTINGUISHING CHARACTERISTICS?

WHERE DO INDIVIDUAL EMPLOYEES FIT?

ARE THEY ALL THE SAME? WHAT DO THEY MISS? HOW WOULD THEY ADDRESS THE

LOCAL EDUCATION AUTHORITY ALES RAKOVICH’S DILEMMA?

HUMAN RESOURCE THEORY PRINCIPLES

ORGANIZATIONS EXIST TO SERVE HUMAN NEEDS

ORGANIZATIONS AND PEOPLE NEED ONE ANOTHER

WHEN THE FIT IS POOR, ONE OR BOTH SUFFER

A GOOD FIT BENEFITS BOTH

HUMAN RESOURCE THEMES

LEADERSHIP MOTIVATION INDIVIDUALS IN TEAMS AND

GROUPS EFFECTS OF WORK ENVIRONMENT USE OF POWER AND INFLUENCE ORGANIZATIONAL CHANGE

HUMAN RESOURCE THEORY

MUNSTERBERG – FINDING AND SHAPING PEOPLE TO FIT NEEDS

PEOPLE, GROUPS, RELATIONSHIPS AND ORG ENVIRONMENT

HAWTHORNE EXPERIMENTS MASLOW’S THEORY THEORY X & THEORY Y MAXIMUM INFORMATION AND INFORMED

DECISIONS (ARGYRIS, 1970) GROUPTHINK (JANIS, 1971)

WHAT ROLE LEADERSHIP?

MANAGER – FORMAL AUTHORITY

LEADER– EFFECTIVE USE OF INFLUENCE– RELATIONSHIP BETWEEN PEOPLE

WHERE INFLUENCE IS UNEVENLY DIVIDED

– CANNOT FUNCTION IN ISOLATION

ESSENTIAL FUNCTIONS OF LEADERS AS EXECUTIVES

CHESTER BARNARD - 1938

PROVIDE SYSTEM OF COMMUNICATION

PROMOTE THE SECURING OF ESSENTIAL EFFORTS

TO FORMULATE AND DEFINE THE PURPOSES AND GOALS OF AN ORGANIZATION

LEADERSHIP APPROACHES TRAIT

– LEADERS ARE BORN NOT MADE• PERSONALITY CHARACTERISTIC

– TRANSACTIONAL• BASED ON AN INTERACTIONS• FOCUS ON THE LEADER AND ON SUBORDINATES

– CONTINGENCY OR SITUATIONAL• PARTICIPATORY LEADERSHIP• LAW OF THE SITUATION• CONTINUUM FROM BOSS-CENTERED TO

SUBORDINATE -CENTERED

– CULTURAL AND TRANSFORMATIVE• CHANGING CULTURAL ASSUMPTIONS

– WHERE TO FROM HERE?

LIFE CYCLE OF LEADERSHIP

THE MANAGERIAL GRID – CONSIDERATION VS INITIATING STRUCTURE– TEAM MANAGEMENT VS IMPOVERISHED– ADDING AN EFFECTIVENESS GRID

MOVING FROM – HIGH TASK LOW RELATIONSHIP TO HIGH ASK HIGH

RELATIONSHIPS– LOW HIGH RELATIONSHIPS LOW TASK TO LOW TASK

LOW RELATIONSHIPS LIKERT – EMPLOYEE CENTERED DIFFICULTIES

– CHANGING STYLE– CHANGING PERFORMANCE

CONTINGENCY THEORY

SELECTION AND TRAINING OF LEADERS

CO-ACTING TASK GROUPS ADMINISTRATIVE AND

SUPERVISORY STRATEGIES MOVING FROM NOVEL TO FAMILIAR STRUCTURED SITUATIONS VS.

CRISES

CALLING FOR TRANSFORMATIONAL LEADERS

TICHY AND ULRICH

ASSUMPTIONS– TRIGGER EVENTS INDICATE CHANGE IS

NEEDED– A CHANGE UNLEASHES MIXED FEELINGS– QUICK FIX LEADERSHIP LEADS TO DECLINE– REVITALIZATION REQUIRES

TRANSFORMATIONAL LEADERSHIP• VISION• MOBILIZATION OF COMMITMENT• INSTITUTIONALIZATION OF CHANGE

PHASES OF CHANGE

THREE-PHASE PROCESS– ENDINGS– NEUTRAL– NEW BEGINNINGS

QUALITIES OF THE LEADER– EQUITY, POWER, FREEDOM AND

DYNAMICS OF DECISIONMAKING, TOUGHNESS, SEIZING OPPORTUNITIES

CORPORATE CULTURE PROVIDES A WAY OF UNDERSTANDING + MEANING

ROLES OF LEADERSHIP IN STRATEGY FORMULATION

ED SCHEIN

PERCEIVE WHAT IS HAPPENING IN ENVIRONMENT

INFORMATION THAT MOTIVATES CHANGE

VISION FOR PSYCHOLOGICAL SAFETY ACKNOWLEDE UNCERTAINTY ACKNOWLEDGE ERROS IN THE

LEARNING PROCESS MANAGE THE PHASES OF CHANGE

LEARNING LEADERSED SCHEIN

PERCEPTION AND INSIGHT MOTIVATION EMOTIONAL STRENGTH ABILITY TO CHANGE THE CULTURAL

ASSUMPTIONS ABILITY TO CREATE INVOLVEMENT AND

PARTICIPATION ABILITY TO LEARN A NEW CULTURE

EMOTIONAL INTELLIGENCE MAKES A LEADER

DANIEL GOLEMAN

SELF-AWARENESS SELF-REGULATION MOTIVATION EMPATHY SOCIAL SKILL

LEADERS , DOUBT AND SENSEMAKING

KARL WEICK

THE VALUE OF UNCERTAINTY

LEADING BY COMPASS– ANIMATION– IMPOVISATION– LIGHTNESS– AUTHENTICATION– LEARNING

EFFICACY AND EFFECTIVENESSMARTIN CHEMERS

THE ROLE OF INTELLIGENCE FUNCTIONAL LEADERSHIP

– IMAGE MANAGEMENT– RELATIONSHIP DEVELOPMENT– RESOURCE DEVELOPMENT– TRANSFORMATIONAL – TRANSCEND AND

TRANSFORM • WEBER’S CHARISMATIC

SELF EFFICACY FOUR TYPES OF EMOTIONAL INTELLIGENCE

– TO FACIITATE THINKING– TO UNDERSTAND OWN EMOTIONS– EMPATHY– REGULATION OF SELF TO CONTROL AND PROMOTE

PERSONAL GROWTH

FROM OLD PUBLIC ADMINISTRATION TO PUBLIC SERVICE FOUNDATIONS HUMAN BEHAVIOR PUBLIC INTEREST RESPONSIVENESS MECHANISMS ACCOUNTABILITY ADMINISTRATIVE DISCRETION ASSUMED ORGANIZATIONAL STRUCTURE ASSUMED MOTIVATION BY PUBLIC

ADMINISTRATORS AND SERVANTS

SERVING CITIZENS NOT CUSTOMERS

CIVIC VIRTUE AND DEMOCRATIC CITIZENSHIP THEORIES OF CITIZENSHIP THE ROLE OF THE CITIZEN BUILDING CITIZEN INVOLVEMENT

– FIVE TENETS PUBLIC SERVICE AS AN EXTENSION OF

CITIZENSHIP NEW PUBLIC MANAGEMENT AND CUSTOMER

SATISFACTION NEW PUBLIC SERVICE AND QUALITY CITIZEN

SERVICE

ACCOUNTABILITY ISN’T SIMPLE

WHAT ARE WE RESPONSIBLE FOR? TO WHOM ARE WE

ACCOUNTABLE? BY WHAT MEANS WILL WE

ACHIEVE OUTCOMES AND BE ACCOUNTABLE FOR THEM?

SERVING CITIZENS NOT CUSTOMERS

CIVIC VIRTUE AND DEMOCRATIC CITIZENSHIP THEORIES OF CITIZENSHIP THE ROLE OF THE CITIZEN BUILDING CITIZEN INVOLVEMENT

– FIVE TENETS PUBLIC SERVICE AS AN EXTENSION OF

CITIZENSHIP NEW PUBLIC MANAGEMENT AND CUSTOMER

SATISFACTION NEW PUBLIC SERVICE AND QUALITY CITIZEN

SERVICE

BUILDING CITIZEN INVOLVEMENT

ACHIEVE BEST POLITICAL OUTCOMES

SATISFY INTERESTS OF CITIZENS

LEGITIMIZE GOVERNMENT

DEMOCRATIC MORALITY

BUILDING CITIZEN INVOLVEMENT

ACCESS TO INFORMATION

ACCESS TO DECISIONMAKING

ABILITY TO OPEN ISSUES FOR PUBLIC DISCUSSION

CONSIDERATION OF ALL CLAIMS ASSERTED

DEFINING PUBLIC SERVICE QUALITY

CARLSON + Schwarz, 1995

CONVENIENCE SECURITY RELIABILITY PERSONAL ATTENTION PROBLEM-SOLVING APPROACH FAIRNESS FISCAL RESPONSBILITY CITIZEN INFLUENCE

SEEKING THE PUBLIC INTEREST

WHAT IS THE PUBLIC INTEREST? NORMATIVE MODELS ABOLITIONIST VIEWS POLITICAL PROCESS THEORIES SHARED VALUES OLD AND NEW PUBLIC ADMINISTRATION AND THE

PUBLIC INTEREST WHAT ARE WE RESPONSIBLE FOR? TO WHOM ARE WE ACCOUNTABLE? BY WHAT MEANS WILL WE ACHIEVE OUTCOMES

AND BE ACCOUNTABLE FOR THEM?

Key Concepts

PUBLIC INTEREST AS THE BEST RESPONSE TO ALL INTERESTS AND CONCEPTS OF VALUE

PUBLIC INTEREST IS BEST UNDERSTOOD THROUGH INDIVIDUAL CHOICES

PUBLIC INTEREST IS DEFINED BY POLITICAL PROCESS

PUBLIC INTEREST AS PUBLIC VALUE CONSENSUS

FORCES THAT MISCONSTRUE THE PUBLIC INTEREST

SOCIAL – HIGH LEVEL OFFICIALS ARE NOT REPRESENTATIVE OF POPULATION

SPECIALIZATION LEADS TO NARROW INTERESTS

BUREAU IDEAOLOGY (DOWNS)– POSITIVE BENEFITS VS. COSTS– EXPANSION VS. CURTAILMENT– GENERAL BENEFITS VS. SPECIAL– PRESENT EFFICIENCIES VS. PAST FAILURES– ACHIEVEMENTS AND CAPABILITIES VS.

FAILURES AND LIMITATIONS

SHIFTING IN PEOPLE AND PERFORMANCE AREAS

TRADITIONAL– SINGLE SYSTEM– FAIRNESS IS

SAMENESS– PROCESS/RULES– PROMOTION BASED

ON TECH. EXPERTISE– JOB FOR LIFE– PROTECTION

JUSTIFIES TENURE– CENTRAL PERSONNEL

AGENCY

NEW PUBLIC SERVICE– MULTIPLE SYSTEMS– DIFFERENTIATION

BETWEEN DIFF. TALENTS– PERFORMANCE/RESULTS– HIRE, DEVELOP,

PROMOTE– CORE VALUES– PERFORMANCE AND

EMP. NEED– CENTRAL AGENCY WITH

EMPOWERED MANAGERS

NEW APPROACHES TO REGULATION

COMPLIANCE THROUGH DETERRANCE IS MISGUIDED AND MUST BE REPLACED BY:– PARTNERS– ONE-STOP SERVICES– IMPACTS VS. OUTPUTS– PROBLEMS VS. VIOLATIONS– FEASIBILITY VS. UNIVERSAL ENFORCEMENT– NEGOTIATION AND EDUCATION AS TOOLS– STRATEGIC ENFORCEMENT TARGETS– DEALING EFFECTIVELY WITH WORST

VIOLATORS

TOWARD NEW POLITICAL APPROACHES TO REGULATORY

ADMINISTRATION

BEYOND POLITICAL HACKS OF THE PAST

PUBLIC AS AN AGENCY CONSTITUENCY– AARP, CONSUMER GROUPS

FORWARD LOOKING ASSESSMENT– NEPA, REGULATORY FLEXIBILITY ACT,

PAPERWORK REDUCTION ACT

LEGAL APPROACHES TO REGULATORY ADMINISTRATION

ADVERSARY PROCEDURES

NEUTRALITY AND THE ADMINISTRATIVE LAW JUDGE

DUE PROCESS PROTECTION

REASONABLENESS– PROPERTY RIGHTS

AND TAKINGS

REGULATORY ADMINISTRATION

NARROW VS. BROAD PUBLIC INTEREST

BALANCING PRIVATE INTERESTS AGAINST ONE ANOTHER

PROTECTING AGAINST DISASTER

NEW PUBLIC SERVICE

PUBLIC ADMINISTRATORS ARE RESPONSIBLE FOR ENHANCING CITIZENSHIP AND SERVING THE PUBLIC INTEREST

VALUING CITIZENSHIP OVER ENTRPRENUEURSHIP

GOVERNANCE – EXERCISE OF PUBLIC AUTHORITY

NEW ROLES FOR GOVERNMENT– LEGAL AND POLITICAL RULES

– PROTECTING ECONOMIC INTERESTS

– ASSURE DEMOCRACY AND SOCIAL EQUITY ADMINISTRATION AND ADMINISTRATOR’S ROLES SERVICE PROCESS

– INVOLVEMENT

– INFORMATION

– CONSULTATION

– ACTIVE PARTICIPATION

REINVENTING THROUGH NATL PERFORMANCE REVIEW

1997

FLEXIBLE RESPONSIVE HIRING SYSTEMS REFORM PAY CLASSIFICATIONS ORGANIZATIONAL DEVELOPMENT INCENTIVE AWARDS SUPPORT MGT IN DEALING WITH POOR PERFORMERS MARKET-DRIVEN TRAINING FAMILY FRIENDLY WORKPLACES CROSS-TRAINING AND INTERAGENCY COLLABORATION ELIMINATE RED TAPE – AUTOMATE INFORMATION LABOR-MANAGEMENT PARTNERSHIPS INCENTIVES FOR VOLUNTARY SEPARATIONS

DELIBERATIVE DEMOCRACY

STRUCTURING PUBLIC DELIBERATION FOR THOUGHTFULNESS AND ETHICS

DIALOGUE NOT MONOLOGUE DIALOGUE FREE OF DOMINATION

AND DISTORTION INSTITUTIONALIZED DISCURSIVE

STRUCTURES

3 CONDITIONS FOR LEGITIMACY

EQUALITY AND SYMMETRY

ALL HAVE RIGHT TO QUESTION

ALL HAVE RIGHTS TO CHANGE THE RULES OF DISCOURSE

PUBLIC ADMINISTRATION AND CONSTITUTIONAL

RIGHTS LEGITIMACY DIVERSITY AMONG CITIZENRY FREEDOM AND LIBERTY

– CHILLING EFFECT– OVERBREADTH– LEAST RESTRICTIVE ALTERNATIVE

PROPERTY RIGHTS DUE PROCESS INDIVIDUALITY PRIVACY EQUITY

MODERN STRUCTURAL THEORIES

PUA 713 –FALL 2005

DR. CHRISTINE SPRINGER

MOVING ON AFTER WORLD WAR II

ORGANIZATIONAL EFFICIENCY IS THE ESSENCE OF ORG. RATIONALITY

RATIONALITY INCREASES PRODUCTION IN TERMS OF REAL GOODS AND SERVICES

STRUCTURE, CONTROL COORDINATION ONE BEST STRUCTURE SPECIALIZATION AND DIVISION OF

LABOR STILL IMPORTANT MOST ORG PROBLEMS ARE

STRUCTURAL

ORGANIZATIONS AS NON-RATIONAL INSTITUTIONS

SELSNICK - 1948

ORGANIZATIONS AS ECONOMIES ORGANIZATIONS AS ADAPTIVE SOCIAL

SYSTEMS STRUCTURAL-FUNCTIONAL ANALYSIS

– SECURITY, STABILITY CONTINUITY, RECALCITRANCE, HOMOGENEITY OF OUTLOOK

CO-OPTATION – PROCESS OF ABSORBING NEW ELEMENTS

AS A MEANS OF AVERTING THREATS

ORGANIZATIONS AS A COLLECTION OF BEHAVIORS

Cyert & March -1959

COALITIONS– OBJECTIVES SET THRU BARGAINING,

INTERNAL CONTROLS AND ADJUSTING TO EXPERIENCE

– EXAMPLE: COMMITTEE AND PAINTING– PREDICTIVE THEORY

• DEMANDS AND PROBLEMS FOR MEMBERS• TOOL TO CHANGE DEMAND OVER TIME• ATTENTION-FOCUS TOOL FOR DEMANDS• ATTENTION-FOCUS TOOL FOR PROBLEMS• DEMAND EVALUATION PROCEDURE• TOOL FOR CHOOSING AMONG VIABLE COALITIONS

SOCIO-TECHNICAL APPROACHBURNS AND STALKER - 1961

STABLE VS. DYNAMIC CONDITIONS

MECHANISTIC VS. ORGANIC ORG.

SECURITY VS. UNCERTAINTY

FORMAL VS. INFORMAL ORGS

BARNARD – 1938– UNCONSCIOUS ATTITUDES,

UNDERSTANDING, CUSTOMS, HABITS CREATING THE CONDITION UNDER WHICH FORMAL ORGANIZATION ARISES

BLAU + SCOTT – 1962– BUREAUCRATIZATION = AMT OF EFFORT

DEVOTED TO MAINTAINING THE ORG– NUMBER OF ADMIN.

PERSONNEL, HIERARCHIAL CHARACTER, STRICT ENFORCEMENT OF RULES, REIGID COMPLIANCE TO RULES

STRUCTURING ACCORDING TO PRODUCT OR FUNCTION

WALKER AND LORSCH - 1968

GROUPING BY WORKER OR BY PRODUCT– MAXIMUM USE OF A SPECIAL KNOWLEDGE?– EFFICIENT USE OF EQUIPMENT?– BEST CONTROL AND COORDINATION?

BEHAVIORIST FINDINGS– RELATIONSHIP BETWEEN ACTIVITIES AND

THOUGHTS AND BEHAVIORS– COLLABORATION AND INTEGRATION– COMMUNICATION AMONG SPECIALISTS

CLUES FOR MANAGERS– CROSS-FUNCTIONAL TEAMS– FULL-TIME INTEGRATORS– MATRIX OR GRID ORGANIZATIONS

KEY TERMS

DIFFERENTIATION = SPECIALIZATION IN A RAPIDLY CHANGING ENVIRONMENT– REQUIRES CONTROL, COORDINATION

AND INTEGRATION DONUT ORGANIZATIONS ORGANIZATIONAL NETWORKS VIRTUAL ORGANIZATIONS

FIVE PARTS OF AN ORGANIZATION

MINTZBERG - 1979

OPERATING CORE STRATEGIC APEX THE MIDDLE LINE TECHNOSTRUCTURE SUPPORT STAFF

IN DEFENSE OF BUREAUCRACYJAQUES - 1990

HIERARCHIAL LAYERS ALLOW ORGS TO COPE WITH DISCONTINUITIES

MANAGERS NEED TO UNDERSTAND AND BE ACCOUNTABLE– FOR ADDING VALUE– SUSTAINING TEAM– SETTING DIRECTION AND ENGAGING

SUBORDINATES ACCOUNTABILITY IS POSSIBLE WITH AUTHORITY

– VETO APPLICANTS– MAKE WORK ASSIGNMENTS– DECISIONS ABOUT RAISES AND REWARDS– INITIATE REMOVAL

TECHNOLOGY AS A TOOLBURTON AND OBEL 1998

FORMALIZATION CENTRALIZATION COMPLEXITY CONFIGUATION COORDINATION CONTROL INCENTIVES

MARKET THEORIES: ORGANIZING AS REVEALED

SELF-INTEREST HOW INDUCE MGRS TO ACT IN BEST INTEREST OF

OWNERS AND THOSE IN CONTROL ANSWERING ECONOMIC QUESTIONS

– CONTRACTUAL NATURE– BOUNDED RATIONALITY– SIGNIFICANCE OF INVESTMENT IN SPECIRIC

ASSETS– SPECIFIC RIGHTS VS. RESIDUAL RIGHTS– EFFECTS OF IMPERFECT INFORMATION

EMERGENCE AND EXPANSION OF ORGS GIVEN COST OF UNCENTAINTY, INFORMATION, BOUNDED RATIONALITY AND COGNITIVE BARRIERS

KEY TERMS AGENCY THEORY – MANAGERS ARE AGENTS OF THE

OWNERS AND DELEGATED AUTHORITY PROPERTY RIGHTS THEORY – HOW COSTS AND

REWARDS ARE ALLOCATED TO PARTICIPANTS IN AN ORGANIZATION

TRANSACTION COST THEORY – HOW TO MAINTAIN PRINCIPAL-AGENT RELATIONSHIPS AND MINIMIZE COSTS OF TRANSACTIONS AND MANAGEMENT DECISIONS AND SOCIAL INTERDEPENDENCE

UNANIMITY RULE – INDIVIDUALS ARE PROTECTED AGAINST COERCIAN AND EXTERNAL DAMAGE

PUBLIC CHOICE – DECISION-MAKING ARRANGEMENTS ESTABLISH THE TERMS AND CONDITIONS FOR MAKING CHOICES.– MAKING GOVERNMENT MORE DEMOCRATIC AND EFFICIENT

MORE KEY TERMS SELF-INTEREST – HEDONISM VS

ALTRUISM INCREMENTALISM - DECISIONS THAT

TAKE INTO ACCOUNT ONLY THE MARGINAL OR INCREMENTAL DIFFERENCES BETWEEN PROPOSAL AND EXISTING STATE OF AFFAIRS

DISJOINTED – LACK OF CONSCIOUS COORDINATION IN DECISIONMAKING

CRITICS OF THE MARKET THEORIES

HIRSCHMAN - 1970

MARKET FORCES ARE AT BEST A PARTIAL CONDITION FOR ORG RESPONSIVENESS

EXIT, VOICE OR LOYALTY CONDITIONS FOR CORRECTION

– MEANS TO EXPRESS DISSATISFACTION– TIME AND RESOURCES TO MEND WAYS– SELF-INTERESTED REASONS FOR TAKING

SERIOUSLY EXIT OR VOICE OF CLIENTS OR CITIZENS

POWER AND POLITICS COMPLEX SYSTEMS OF INDIVIDUALS AND

COALITIONS CONFLICT IS INEVITABLE INFLUENCE, POWER AND POLITICAL ACITIVTY

PRIMARY TOOL GOALS ACHIEVED THROUGH MANUEVERING INTERDEPENDENCE OF ORG UNITS POWER IN ORGS

– CONTROL OVER SCARCE RESOURCES– ACCESS TO POWER– CENTRAL POSITION IN POTENT COALITION– WORKING THE RULES– CREDIBILITY

KEY TERMS POWER – THE ABILITY TO GET THINGS

DONE THE WAY ONE WANTS THEM DONE AND TO INFLUENCE PEOPLE

SOCIAL POWER – POWER BETWEEN TWO AGENTS BASED UPON REWARDS, COERCIVE , LEGITMATE, REFERENT AND EXPERT POWER

SOCIAL CHOICE-POWER IS THE RESULT OF INFLUENCE EXERTED BY NUMEROUS COMPONENTS AND RESPONSIVENESS IS A FUNCTION OF CHANCE, FORCE, OR PROCESS


“MODERN” STRUCTURAL ORGANIZATION THEORY– Talcott-Parsons 1951– Social Systems vs. Political Organizations– Basic Assumptions

• ORGANIZATIONS ARE RATIONAL• BEST STRUCTURES• DIVISION OF LABOR• PROBLEMS ARE STRUCTURAL

– Mechanisms and Organic Systems

BUREAUCRATIC STRUCTURE AND PERSONALITY

ROBERT MERTON - 1957

THE DYSFUNCTIONS OF BUREAUCRACY– SECRECY– OCCUPATIONAL PSYCHOSIS– OVERCONFORMITY– SECULAR AND SACRED DIVISION OF LABOR– DEPERSONALIZATION– DISCREPANCY BETWEEN IDEOLOGY AND

FACT• SERVANTS OF THE PEOPLE?• QUESTIONS TO BE ANSWERD

– PRESTIGE SYMBOLS TO INNER CIRCLE?

KEY TERMS SATISFICING: LIMITS TO DECISION MAKING RATIONAL MAN: ANALYZES COMPLEXITIES

AND MAXIMIZES CHOOSING BEST ALTERNATIVE

BOUNDED RATIONALITY: LIMITING ADMIISTRATIVE RATIONALITY DUE TO – COMPLETE KNOWLEDGE OF

CONSEQUENCES– FUTURE MUST BE ANTICIPATED– ALTERNATIVE BEHAVIORS LIMITED– ORGANIZATIONAL SETTING– PSYCHOLOGICAL STATE

• NARROW INTERPRETATION

KEY TERMS INSTRUMENTAL RATIONALITY – SUBJECTIVE

MEANS-END REASONING DECISION – CONCLUSION DRAWN FROM SET OF

VALUE AND FACTUAL PREMISES EFFICIENCY –MAXIMIZE ATTAINMENT OF CERTAIN

ENDS WITH SCARCE RESOURCES EFFECTIVENESS-ACCOMPLISHING ORG

OBJECTIVES AND OVERALL PERFORMANCE PUBLIC PROBLEMS – EXTRA-ORGANIZATIONAL AUTHORITY –POWER TO MAKE DECISIONS WHICH

GUIDE THE ACTIONS OF ANOTHER COORDINATION – THE PRINCIPLES OF

ORGANIZATIONS IN TOTO OPERATING THRU A SUPERME COORDINATING AUTHORITY (URWICK)

ORGANIZATIONAL CULTURE CHALLENGING RATIONAL

THEORISTS ORGANIZATIONS AS COLLECTION

OF VALUES, LIEFS, PERCEPTIONS, BEHAVIORAL PATTERNS

BEHAVIOR IS PREDETERMINED BY MEMBERS’ ASSUMPTIONS

ORGS ARE ONLY RATIONAL IF:– SELF-CORRECTING SYSTEM OF

INTERDEPENDENT PEOPLE

– CONSENSUS ON OBJECTIVES AND METHODS

– COORDINATION THROUGH SHARED INFORMATION

– PREDICTABLE PROBLEMS AND SOLUTIONS

ORGANIZATIONAL SYMBOLISM

MEANINGS AS SOCIALLY CONSTRUCTED REALITIES

INTERPRETATION IS MOST IMPORTANT

AMBIGUITY AND UNCERTAINTY PRECLUDE RATIONALITY

PEOPLE USE SYMBOLS TO REDUCE AMBIGUITY– ROOT METAPHORS, SHARED

MEANINGS, INTEGRATING SYMBOLS

CHANGING ORG. CULTURES

TRICE AND BEYER 1993

CAPITALIZE ON PROPITIOUS MOMENTS

COMBINE CAUTION WITH OPTIMISM

UNDERSTAND RESISTANCE TO CHANGE

CHANGE ELEMENTS BUT MAINTAIN CONTINUITY

CHANGING ORG. CULTURES

TRICE AND BEYER 1993

RECOGNIZE IMPORTANCE OF IMPLEMENTATION

SELECT, MODIFY AND CREATE RIGHT CULTURAL FORMS

MODIFY SOCIALIZATION TACTICS

FIND AND CULTIVATE INNOVATIVE LEADERSHIP

DEFINITIONS OF ORG CULTURE

SHARED BELIEFS SHARED

UNDERSTANDINGS UNDERLYING

ASSUMPTIONS COMMON

ORIENTATION PATTERNS OF

MEANING STORIES TOLD IN

ORIENTATION

COMMON RITUALS

INITIATION REWARD DEGRADATION RENEWAL CONFLICT

REDUCTION INTEGRATION ENDING COMPOUND

REFORM THROUGH CHANGE1980’S AND 1990’S

LASTING ORG. REFORM REQUIRES CHANGE IN ORG CULTURE

TOTAL QUALITY CONTROL– PRODUCTIVITY– FLEXIBILITY– RESPONSIVENESS– RE-EINGINEERING– CUSTOMER SERVICE

APPLYING JAPANESE METHODS

OUCHI - 1980

THEORY Z ORGS– CULTURAL

CONSISTENCY NOT HIERARCHY

– CLANS NOT MARKETS OR HIERARCHIES

– DIFFICULTIES IN TRANSLATION

– SOCIAL ORGS VS. FORMALITY

– BUREAUCRACY VS. DISCRETION

– BALANCING FREEDOM AND INTEGRATION

ATTRIBUTES OF EXCELLENCE

PETERS - WATERMAN

BIAS FOR ACTION CLOSE TO CUSTOMER AUTONOMY ENTREPRENUERSHIP PRODUCTIVITY THROUGH

PEOPLE HANDS-ON VALUE-DRIVEN STICK TO KNITTING SIMPLE FORM LEAN STAFF LOOSE-TIGHT

LEARNING ORGANIZATIONSPETER SENGE - 1990

LEARNING HOW TO LEARN TOGETHER

COMPONENT TECHNOLOGIES

FIVE DISCIPLINES– SYSTEMS THINKING– PERSONAL MASTERY– MENTAL MODELS– BUILDING SHARED

VISION– TEAM LEARNING

REINVENTING GOVERNMENTOSBORNE & GAEBLER - 1992

CATALYTIC COMMNITY-OWNED MISSION DRIVEN RESULT ORIENTED CUSTOMER DRIVEN ENTERPRISING ANTICIPATORY DECENTRALIZED MARKET ORIENTED

GENDER AND DIVERSITY PERPETUATING MALE

REALITY ACKER-1992– GENDER DIVISIONS– SYMBOLS AND IMAES– INTERACTIONS– DEMANDS FOR GENDER-

NEUTRAL BEHAVIOR ORG CULTURES THAT

ARE BARRIERS TO PERFORMANCE – WORKFORCE 2000 –

1987– MANAGING DIVERSITY IS

A CRUCIAL COMPETENCY

context for organization theory pua 713 dr. springer fall 2005

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