intro to organizations lectures_final

8/12/2019 Intro to Organizations Lectures_FINAL

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Introduction to Organizations

Lecture 1

McFarland Lectures


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What is an Organization?

What is an organization? What is NOT an organization?

HospitalsSchoolsBusinessesStoresCompaniesFactories

Families Professional associations Social movements Friendship cliques Random collectivities Isolated individuals

What makes something an organization or not?


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A simple working definition:Organizations are groups whose members coordinate their behavior in order to accomplish shared goals or to put out aproduct.

Examples QualitiesOrganizations Companies, schools,

families and voluntaryassociations

Roles, rules, goals,recurring behaviors, clear boundaries.

Not Organizations Random collections ofpersons, isolatedindividuals

No roles, rules, goals,pattern of recurrence, or boundary.

Ambiguous Cases Street gangs, friendshipgroups, social movements

Less clear roles, rules, andgoals, porous boundariesand fluid participants.


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We can reflect on how common theseorganizations are. They are everywhereand extremely important!They serve many functions in society!


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Organizations vary greatly.SizeMarket sector

Social StructureEnvironmental context


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Organizational problems and reform

They re everywhere and complex problems arise! We feel compelled to reform organizations... But what about them do we change?


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List of Educational Reforms

The teacher wrote as follows :


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Course Aims and Its Value to You

The course is for advanced undergraduate,master

s students, and Ph.D.s. interested inorganizations

What

s the utility of this course topolicymakers and researchers? Why should you care?

You

ll better understand the problems thatorganizations confront.

This course exposes you to a variety ofactual CASES of organizations andTHEORIES that help make sense of what

you have observed.

Organizations are everywhere!

Goals, tasks, coordination/implementation, input,output, participants, environmental fit


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END


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Analytical Featuresof Organizations

Lecture 2

McFarland Lectures


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Organizational Elements (Scott, p. 18)

ORGANIZATION

Social Structures

Participants

Technology Goals

McFarland Lectures


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Organizational Elements: Participants

Participants

Technology Goals

Participants

McFarland Lectures

ORGANIZATIONSocial Structures

Participants

Technology Goals

PARTICIPANTS:Organizational

participants that makecontributions to andderive benefits from theorganization


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Participants

Technology Goals

Participants

Boss/Employee

Faculty/Students


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Participants

Technology Goals

Participants

Organizations in a field


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Organizational Elements: Structures

McFarland Lectures


Participants

Technology Goals

SOCIAL STRUCTURE:Persistent relations

existing amongparticipants in anorganization


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Social Structure: Different Forms

Social Structures

Participants

Technology Goals


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Social Structures: Formal vs Informal

Social Structures

Participants

Technology Goals


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Social Structures: Deep Structure

Social Structures

Participants

Technology Goals

What principles and beliefs shape theserecurring patterns?

Normative structures

Cultural-cognitive structures


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Organizational Elements: Goals

Participants

Technology GoalsGoals

McFarland Lectures


Participants

Technology Goals

GOALS:Desired ends that

participants attempt toachieve through theperformance of taskactivities


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Technology GoalsGoals

Our goal for Citigroup is to be the mostrespected global financial services company.

Like any other public company, we'reobligated to deliver profits and growth to ourshareholders. Of equal importance is to deliverthose profits and generate growthresponsibly.

We fulfill dreams throughthe experience ofmotorcycling, by

providing to motorcyclistsand to the general publican expanding line ofmotorcycles and branded

products and services inselected market segments.

People love our clothes and trust ourcompany. We will market the most appealingand widely worn casual clothing in theworld. We will clothe the world.


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Technology GoalsGoals Aiming towards the ideal of enabling all people to

achieve maximum benefit from their educationalexperiences, the Stanford University School of

Education seeks to continue as a world leader in

ground-breaking, cross-disciplinary inquiries thatshape educational practices, their conceptualunderpinnings, and the professions that serve theenterprise.

The School also seeks to develop the knowledge,wisdom, and imagination of its students to enablethem to take leadership positions in efforts toimprove the quality of education around the globe.

Our mission is to create ideas that deepen and advance ourunderstanding of management and with those ideas to developinnovative, principled, and insightful leaders who change theworld.


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Organizational Elements: Technology

Participants

Technology Goals

McFarland Lectures


Participants

Technology Goals

TECHNOLOGY:Means by which organizations

accomplish work or render inputsinto outputs


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Organizational Elements: Technology

Technology GoalsTechnology

Desired ends thatparticipants attemptto achieve throughthe performance oftask activities.

ORGANIZATION

McFarland Lectures


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Organizational Elements: Environmental Linkages

ORGANIZATION

Social Structures

Participants

Technology Goals

McFarland Lectures

The physical, technological, cultural, and social context

in which an organization is embedded


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Organizational Elements: Environment

Participants

GoalsTechnology

McFarland Lectures

Technology-

environment linkage


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Organizational Elements (Scott, p. 18)

ORGANIZATION

Social Structures

Participants

Technology Goals

McFarland Lectures


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Theories: Rational, Natural, Open

How can these organizational elements work together in asystem?

Rational Systems

An organization as a collectivity oriented toward the pursuit ofspecific goals and whose behavior exhibits a formalizedstructure .


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Theories: Rational, Natural, Open


Natural Systems

An organization as collectivities whose participants pursue multipleinterests, forged in conflict and consensus, but who recognize thevalue of perpetuating the organization as an important resource .


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Theor: Rational, Natural, Open


Open Systems

Organizations are congeries of interdependent flows and activitieslinking shifting coalitions of participants embedded in wider material-resource and institutional environments .


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Classes of Organizational Theories (Summary adapted from Scott)

Rational Natural Open Primary Unit

of Analysis

Single organization, or

administrative unit(organization as unitaryactor)

Single organization

w/multiple actors anddivisions (organization ascoalition)

Multiple organizations

(organizational field)

OrganizingConcepts

Actors / Participants

Leaders, organization(admin unit)

Participants across rolesand in direct environment

Stakeholders, employees,and even mass consumers

SocialStructure

Formal & planned /hierarchical

Informal & emergent >formal (external seepsin/ norms enter)

External world permeatedinternal organization(beliefs enter)

Goals Specific missions /objectives

Multiple, conflictinggoals

Survival / legitimacy inenvironment

Technology /Tasks

Maximization / Decisiontrees / Standard operating

procedures

Contingent decisions /Unintended outcomes(efficacy)

Less decision, moreemergence &environmentaldeterminism (legitimation)

Environment Ignored Minor role Major role


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END


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Case Application

Lecture 3

McFarland Lectures


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Elements Description

Actors / Participants Organizational participants that makecontributions to and derive benefits from theorganization.

Social Structure Persistent relations existing among

participants in an organization.Goals Desired ends that participants attempt toachieve through the performance of taskactivities.

Technology / Tasks Means by which organizations accomplishwork or render inputs into outputs.

Environment The physical, technological, cultural, andsocial context in which an organization isembedded.

Classes of Organizational Theories (Summary adapted from Scott)


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Case Application

Case Application - Adams Avenue SchoolNew Magnet Middle SchoolIndividually Guided Education (Small Schools)Story of how they build an positive schoolculture that alleviates some of its problems ofdiscipline and achievement.


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Recounting the Case

Adams Avenue SchoolHistoryParent involvementIndividually Guided EducationSchool character


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Recounting the Case

Adams Avenue SchoolThe program in practiceIGE Influence

On school characterOn curriculumOn reward structure / incentives

On tasks and relationships


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Recounting the Case

Adams Avenue SchoolPhysical locationFaculty culture and ethosLeadership principal Michaels

Summary

CASE Ad S h l (IGE M ) S


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CASE: Adams School (IGE Magnet) Summary Main Story-Line (dominant pattern of inference)

Technology Structure in good way in spite of population disadvantage and potential fordivisiveness.

CASE Ad S h l (IGE M t) S


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CASE: Adams School (IGE Magnet) Summary


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Case Application

Natural system perspective the technology(small schools and IGE) and social structure(norms) coalesce, forming a more

personable context.The plan wasn t explicitly this to form anurturing climate of rapport building rapport -

but it happened.Moreover, the reform / culture is never fullyembraced it is an accomplishment.


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intro to organizations lectures_final

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