Organization-Theory-Review

Chapter1:Fayol,Taylor,Weber,Gulick;Chapter2:Barnard,Simon,Cyert&MarchChapter3:Follett,Maslow,McGregor,skimJanisChapter4:Walker&Lorsch,MintzbergChapter5:Williamson,RubinChapter6:Pfeffer,French&Raven,Kanter,MintzbergChapter7:SkimSchein,Martin,Ouchi,Cooperider&WhitneyClassicalorganizationtheoryfundamentaltenetsare:1.Organizationsexisttoaccomplishproduction-relatedandeconomicgoals.2.Thereisonebestwaytoorganizeforproduction,andthatwaycanbefoundthroughsystematic,scientificinquiry.3.Productionismaximizedthroughspecializationanddivisionoflabor.4.Peopleandorganizationsactinaccordancewithrationaleconomicprinciples.AdamSmith“invisiblehand”marketmechanisminwhichthegreatestrewardswouldgotothosewhowerethemostefficientinthecompetitivemarketplace.FrederickWinslowTaylor“Taylorism”orthe“Taylorsystem”,“scientificmanagement”.Therewas“onebestway”foraccomplishingandgiventask.Notasingleinventionbutratherthanaseriesofmethodsandorganizationalarrangementsdesigned.HenriFayolmanagerialprinciple:divisionofwork,authorityandresponsibility,discipline,unityofcommand,unityofdirection,subordinationofindividualinteresttogeneralinterest,remunerationofpersonnel,centralization,scaralchains(lineofauthority),order,equity,stabilityofpersonneltenure,initiative,andespritdecorps(teamspirit)MaxWeberBuresucracy“ideal-type”Modernofficialdomfunctionsinthefollowingspecificmanner:1.Thereistheprincipleoffixedandofficialjurisdictionalareas,whicharegenerallyorderedbyrules,thatis,bylawsoradministrativeregulations.2.Theprinciplesofofficehierarchyandoflevelofgradedauthoritymeanafirmlyorderedsystemofsuper-andsubordinationinwhichthereisasupervisionofthelowerofficesbythehigherone.3.Themanagementofthemodernofficeisbaseduponwrittendocuments(“thefiles”),whicharepreservedintheiroriginalordraughtform.4.Officemanagement,atleastallspecializedofficemanagement—andsuchmanagementisdistinctlymodern—usuallypresupposesthroughandexperttraining.5.Whentheofficeisfullydeveloped,officialactivitydemandsthefullworkingcapacityoftheofficial,irrespectiveofthefactthathisobligatorytimeinthebureaumaybefirmlydelimited.6.Themanagementoftheofficefollowsgeneralrules,whicharemoreorlessstable,moreorlessexhaustive,andwhichcanbelearned.Positionoftheofficial:1.Officeholdingisa“vocation”;2.Thepersonalpositionoftheofficialispatternedinthefollowingway:usuallyenjoysadistinctsocialesteemascomparedwiththegoverned;thepuretypeofbureaucraticofficialisappointedbyasuperiorauthority;tenureforlife;pecuniary,salary,andpensionLutherGulickPOSDCORB,whichstoodforthesevenmajorfunctionsofexecutivemanagement—planning,organizing,staffing,directing,coordinating,reporting,andbudgeting.Alsoincludeunityofcommandandspanofcontrol.NeoclassicalOrganizationTheory,thinkingfromthehumanrelations,“modern”structural,systems,powerandpolitics,andorganizationalcultureperspectivesoforganizations.ChesterI.BarnardTheexecutiveneedstoemploydifferentstrategiesforinducingcooperation,includingwaysnotonlytofindanduseobjectivepositiveincentivesandreducenegativeincentivesbutalsoto“changethestateofmind,orattitudes,ormotivessothattheavailableofobjectiveincentivescanbecomeeffective”.“ineverytypeoforganization,forwhateverpurpose,severalincentivesarenecessary,andsomedegreeofpersuasionlikewise,inordertosecureandmaintainthecontributionstoorganizationthatarerequired.”HerbertS.Simon“administrativescience”R.M.Cyert&JamesG.Marchcorporationstendedto“satisfice”ratherthanengageineconomicallyrationalprofit-maxminzingbehaviorHumanresourcetheorymostpervasivethemes:leadership,motivation,individualsinteamsandgroups,effectsoftheworkenvironment,powerandinfluence,andorganizationalchange.MaryParkerFollettHowordersshouldbegiveninanyorganizations:Theyshouldbedepersonalized“tounitallconcernedinastudyofthesituation,todiscoverthelawofthesituationandobeythat.”Employeesandemployerscooperatetoassessthesituationanddecidewhatshouldbedoneatthatmomentinthatsituation.Oncethe“law”ofthesituationisdiscovered,“theemployeecanissueittotheemployeraswellasemployertoemployee.”Thismannerofgivingordersfacilitatesbetterattitudeswithinanorganizationbecausenobodyisnecessarilyunderanotherperson;rather,alltaketheircuesfromthesituation.AbrahamMaslowatheoryofhumanmotivationcanbesummarizedinafewphrases:Allhumanshaveneedsthatunderlietheirmotivationalstructure;Aslowerlevelsofneedsaresatisfied,theynolonger“drive”behavior;Satisfiedneedsarenotmotivators;Aslower-levelneedsofworkersbecomesatisfied,higher-orderneedstakeoverasthemotivatingforces.M.McGregorself-fulfillingpropheciesTheoryXassumptionsrepresentarestatementofthetenetsofthescientificmanagementmovement.TheoryXholdsthathumanbeingsinherentlydislikeworkandwillavoiditifpossible.Mostpeoplemustbecoerced,controlled,directed,orthreatenedwithpunishmenttogetthemtoworktowardtheachievementoforganizationalobjectives;inaddition,humanprefertobedirectedandtoavoidresponsibility,andwillseeksecurityaboveallelse.TheoryYassumptionspostulate,thatpeopledonotinherentlydislikework;workcanbeasourceofsatisfaction.Peoplewillexerciseself-directionandself-controliftheyarecommittedto