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Samenvatting Sociology of Organization - 2020/2021

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Nina Reyn - 20180227

Sociology of Organizations
Contents table:
Chapter 0: Introduction class
Chapter 1: Organizations as rational systems
C1.1. Table of contents
C1.2. Content
C1.3. The encapsulation of social life in organizational relations
C1.4. Types of organizational problems and publics: ingredients of organizations
C1.5. What is an organization: general definitions
C1.6. Organizations: (other) essential ingredients
C1.7. The study of organizations: from common to divergent features
C1.8. What is an organization? A rational system definition
C1.9. What is an organization? Natural and open system definitions
C1.10. What is an organization? An open system definition
C1.11. Selected schools & theories
C1.11.1. Taylor’s scientific management
C.1.11.2. Fayol’s administrative theory
C.1.11.3. Simon’s theory of administrative behavior
C.1.11.4. Weber’s theory of bureaucracy:
Chapter 2. Organizations: Natural and open system perspectives
C2.1. = 4 perspectives:
C2.2. Content
C2.3. Organizations as natural systems
C2.4. Organizations as natural systems: Goal complexity
C2.5. Selznick’s institutional approach
C2.6. Organizations as natural systems: Informal structure
C2.7. Barnard’s cooperative system
C2.8. Mayo and the human relations school
C2.9. Organizations as open systems
Chapter 3: Organizational typologies and correlations studies
C3.0. Assignment: organizations in action
C3.1. Content
C3.2. Comparative organization studies: Typology and correlation studies
C3.3. Typologie studies
C.3.3.1. Typology studies: Blau and Scott
C3.3.2. Types of organizational problems and publics: zie schema p. 3
C.3.3.3. Typology studies: Blau and Scott
C.3.3.4. Typology studies: Burns and Stalker
C3.4. Correlation studies
C3.4.1. Hage’s axiomatic theory of organizations  works together with Aiken
C3.4.2. Lawrence and Lorsch: differentiation and integration (correlation study)
Chapter 4: Organizations and micro perspectives A
C4.1. Content
C4.2. Micro versus macro perspectives
C4.3. Micro theories
C4.3.1. Contingency theory: an introduction  look at two autors
C4.3.2. Contingency theory: a lineage
C4.3.3. Woodward’s industrial organization
C4.4. = 3 major contingencies and structural aspects
C4.5. Contingency theory: underlying assumptions

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, Nina Reyn - 20180227

C4.6. The core contingency theory paradigm
C4.7. Contingency theory: the SARFIT-model
C4.8. Contingency theory: conceptual and theoretical integration
C4.9. Contingency theories: organic and bureaucratic
Chapter 5. Organizations and micro perspectives B
C5.1. Content
C5.2. Differences between theories today and theory last week
C5.3. Resource dependence theory (RDT)
C5.4. RDT: intra-organizational power  interorganizational relations
C5.5. Transaction cost theory (linksonder in schema p. 36)
C5.6. Transaction cost theory: A case study
Chapter 6. Organizations and macro perspectives A
C6.1. Content
C6.2. Zie schema p. 36: rechts
C6.3. Organizational ecology approach: see dia 6
C6.4. Contingency theory: the SARFIT model: see dia 7
C6.5. Transaction cost theory: see dia 8
C6.6. Organizational ecology approach
C6.7. Organizational foundings: a case study
C6.8. Concentration and specialization: dynamics of niche width
Chapter 7. Organizations and macro perspectives B
C7.1. Content
C7.2. Schema p. 36: rechts vanonder
C7.3. Neo-institutional theory: an introduction
C7.4. Neo-institutional theory <-> The core contingency theory paradigm
C7.5. Neo-institutional theory
C7.6. Neo-institutional theory: DiMaggio and Powell
C7.7. Neo-institutional theory
C7.8. Case study: Organizational downsizing
Chapter 8. Organizational sociology: Current problems & future prospects
C8.1. Content
C8.2. Introduction: towards a post-positivist approach
C8.3. Trend 1: From unitary to multiparadigm
C8.4. Trend 2: From monocultural to multicultural studies
C8.5. Trend 3: From present-centered to longitudinal and historical analysis
C8.6.Trend 4: From micro- to macro units and levels of analysis
C8.7. Trend 5: From structure to process

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, Nina Reyn - 20180227

Chapter 0: Introduction class
 Course material
 PPT = obligations, texts online = extra information (not to study by heart).
 The grade for ‘sociology of organizations’ for regular students, is composed of:
 A mark for the group task (a mark given by the lecturer), individually corrected by self- and
peer assessment (45%)
 A mark for the individual report (45%)
 A mark for permanent evaluation (10%) based on:
- (A) active participation to the online quizzes and
 We will not use your score or any kind of qualitative assessment to what you
perform in the quiz; it is a tool to test yourself
 But: we do assess whether you fill out the quizzes (make use of it)!
 Use it as a feedback tool: to check what you have (not) understood on the course
content dia
- (B) active participation to the peer-to-peer Q&A in Blackboard Forum
 You have to make at least 3 relevant posts on the Q&A, eg. 1 question and 2
substantive answers, or 2 questions and 1 substantive answer, or 3 substantive
answers, but not: 3 questions
 You have to participate in each of these three parts. If you do not, you will be automatically
sent to the second exam period.

Chapter 1: Organizations as rational systems
C1.1. Table of contents
 From the 1960s to the 1990s: perspectives on organizations have become more complex and
multiple:
 Quite a theoretical course
 Organizations are a very important institute which occurs in every lifespan.
 Literature  Handbooks and journals
- A big development in the studies around organizations

C1.2. Content
 The encapsulation of social life in organizational relationships
 We as an individual have a relation with a multitude of organizations.

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, Nina Reyn - 20180227

 Organizations can be categorised.
 Organizational problems and types of “publics”
 The elements of organizations: the essential ingredients
 Organizations as an area of study: common and divergent interests
 What is an organization? Rational system definitions

C1.3. The encapsulation of social life in organizational relations
 “…society has changed over the past few centuries in the very structural elements of which it is
composed”
 “When organizations are the characteristic structures in society, understanding how they
operate can shed much light on the biographies of their participants.”
 People are encapsulated by organizations
 Everything we are confronted with is composed in a organization.
 Organizations have changed: more professional, more efficient, bigger, more people working in
organization
 Context (society) + organization itself has become more complex
 Move from production-oriented type of organization ex. factory  service-oriented type
ex. cellphone company that sells subscriptions
 Focus on changes in context (and how they influence how organizations work) & changes in
organizations

C1.4. Types of organizational problems and publics: ingredients of organizations
 Types of publics (4):
 1) Ordinary employees
- Workers at the assembly line in a factory, demotivation, alienation…
 2) Employers and managers (dependence on lower ranked employees)
 3) The contact public (direct relationship; invisible bureaucracies) ex. customers
 4) The general public (indirect: cf. e.g. politicians, journalists, scientists -> political parties,
ngo’s..)
 Ex. university: prof is employee because she has bosses above them
- Students are contact public: we are customers of university because they pay a fee and
except something in return
- Journalist are general public because they write about university (not a direct client) &
scientists are general public because they study university
 Types of problems (4):
 1) Controllability: “decisions are made above people’s head”
- Control regarding the decisions which affect daily working practices
- About decisions that are taken that influence the way you can behave
- Ex. alienation happens when employees are not in control of decisions being made
 2) Quality of working life: cf. work climate, nature of tasks (monotonous, varied, challenging
or not,...)
- Ex. monotonous work can influence quality of working life in a bad way & varied work
in a good way because it is challenging
 3) Directing and planning: cf. power/influence to set goals, to direct the policy of an
organization
- A lot of pressure on managers by shareholders to plan correctly to achieve certain
goals
 4) Manageability: how to prevent or manage negative, often unintended, consequences of
the decisions that have been made
- Ex. changing markets: torfs deals with more online shopping and less shopping in real
life  org has to deal with these eternal evolutions
 Table: how many times are types of publics faced with these kinds of problems?
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