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Summary Organization Theory- Tension and Change by David Jaffee €3,99
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  3. Radboud Universiteit Nijmegen (RU)
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  5. Organization Theory (MANMOR001)

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Summary Organization Theory- Tension and Change by David Jaffee
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Summary of the course Organization Theory. Organised notes from lectures combined with a summary of the following chapters of the book: 1,2,3,4,5,7,8,9 From David Jaffee - Tension and Change

Laatste update van het document: 5 jaar geleden

Voorbeeld 4 van de 44  pagina's

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  • Nee
  • 1,2,3,4,5,7,8,9
  • 2 januari 2020
  • 5 januari 2020
  • 44
  • 2019/2020
  • Samenvatting

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Voorbeeld van de inhoud

Organization theory

Overview learning material
Chapter 1 - Introduction: Definitions and Conceptions
Chapter 2 – Conceptual framework for the analysis of organizational theory
Chapter 3 – The rise of the factory system
Chapter 4 – The Human Organization
Chapter 5 – Bureaucracy, rationalization & organization theory
Chapter 7 – Emerging Organizational Paradigms: Post bureaucracy, Culture and
Knowledge
Chapter 8 – Technology and Organizational Transformation
Chapter 9 – The environment and the organization

Overview topics
- Introduction
- Scientific management
- Human relations
- Bureaucracy
- Culture
- Technology
- The environment & the organization

Chapter 1 – introduction: Definitions and Conceptions

Organizational theory = multiperspective/multiparadigmatic
What is an organization:
“An organization is a tool used by people to coordinate their actions to obtain something
they desire or value”  Jones

Organizations make decisions… The organization as a whole behaves as though there existed
a central coordination and control system capable of directing the members of the
organization sufficiently to allow the meaningful imputation of purpose to the total system”
 Cyert and March

Important: different theories focus on different aspects
= organization studies is a multi-perspective field of study

How can organizations be approaches and explained: (Jaffee)
1) By elements, definitions and images (Scott, Hall, Morgan)
2) By classical theories (Marx, Durkheim, Weber)
3) By contemporary social theory and organizational analysis (structural functionalism,
conflict theory, symbolic interactionism)

,Organization: Elements, definitions and images

Scott’s elements of organization:
 central elements: social structure, participants, goals, technology and environment

 Social structure: formal and informal
 the fundamental building block of organizations
- Standard techniques, practices and methods from an organization
- Human interaction

Formal social structure: activities, relationships and interactions that take on a regular
pattern
 defined in job descriptions and organizational charts
 formally specified because they are designed to accomplish a particular organizational
task

Informal social structure: patterned activities and relationships that emerge naturally and
which are created by organizational members
 do not exist in written documents, organizational charts or job descriptions

 Participants: humans who “people” the organization
 organizations depend on human labor power (physical and mental)
 “participants” do not automatically exert their labor when entering an organization
 organizations face the challenge of trying to figure out how to extract human energy

 Goals: “conceptions of desired ends”, what the organization is trying to achieve
 organization goals are human goals – Jaffee
 the goals of owners may not be the goals of managers, production workers or staff
- This is problematic: organizational participants may not share the same goals

 Technology: transform the raw materials of the organization into some final product
- raw materials: physical, informational or human
- final product: methods, machines, hardware, software, computers
 it shapes many other aspects of the organization (labor process, social structures etc.)

 Environment: all things outside the boundaries of the organization that are either
shaped by or influence a particular organization
 e.g. other organizations with which the organization interacts or competes, political and
legal regulations imposed on organizations.

,Examples of the elements by Scott

Elements Examples
Social structure Decision-making process, authority structure,
relationships between workers on assembly line
Participants Line supervisors, middle managers, production
workers
Goals Low-cost assembly or high-quality modular auto
parts
Technology Team-based assembly line
Environment Suppliers of components for modular parts:
large automakers who purchase the finished
products


Three major perspectives used to analyze organizations:
1) Rational system perspective: organizations are collectivities oriented to the pursuit
of relatively specified goals and exhibiting relatively formalized social structures
 Goals and formal social structures  key to organizational elements
2) Natural system perspective: organizations as collectivities whose participants share a
common interest in the survival of the system and who engage in collective activities,
informally structured, to secure this end
 sociological with informal activities of participants
 the role participants play in creating organizational values and cultures
3) Open systems perspective: organizations are coalitions of shifting interest groups
that develop goals by negotiations.
 Structure of coalitions, activities and outcomes are influenced by environmental
agents and resources
 emphasis on the environmental elements denotes an organization that must
negotiate with both human participants and other organizations

Hall’s definition of organization
Hall: “an organization is a collectivity with a relatively identifiable boundary, a normative
order (rules), ranks of authority (hierarchy), communications system, and membership
coordinating systems (procedures); this collectivity exists on a relatively continuous basis in
an environment and engages in activities that are usually related to a set of goals”

Normative order  implies shared beliefs and values
 Suggests that the collectivity of one organization is not simply an assortment of
individuals who happen to occupy the same organizational space but a cohesive social group
with a common set of ideas

Collectivity: a group of humans who have something in common
Boundaries: who is inside and who is outside the organization  common membership
 There will always be some tension between the individual and the larger organizational
objective

, 3 distinct, but irrelated aspects of organizational reality:
1) Structures
- Social structure elements: boundaries, norms, hierarchy
2) Processes
- Active processes that are goal directed
3) Outcomes
- The consequence of organizational structure and process on members the
organization and society at large

Morgan: images of organization:
How we define, understand and conceptualize organizations depends on our mental images
of the essential shape and feature of organizations

Organizations as:
- Machines
- Organisms
- Brains
- Cultural systems
- Political systems
- Psychic prisons
- Instruments of domination
- Flux and transformation

 Morgan: machine metaphor
Views organizations as
 technical instruments (produce some outcome)

This implies that
 all elements are meant to work together in a well-organized and smoothly functioning
way
 hierarchy and division of labor support efficiency
 role of people predetermined

= Rational perspective on organizations/widespread “classical” view

Strengths of machine metaphor and machine approach
- Fits straightforward tasks
- Fits a stable environment
- Mass production
- Focus on efficiency and precision
- Human “machine” parts are meant to fit in

Limitations of machine metaphor and machine approach

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