context for organization theory pua 703-001 dr. springer fall, 2007
TRANSCRIPT
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CONTEXT FOR ORGANIZATION THEORY
PUA 703-001
DR. SPRINGER
FALL, 2007
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KEY QUESTIONS TO ANSWERTHEORY TO PRACTICE. . .
WHAT DO I NEED TO KNOW ABOUT THIS ORG?
HOW CAN I FIND OUT? HOW CAN I USE THE INFORMATION
THAT I GET? MAKING CHOICES
MAKING SENSE OF WHERE I AM WHAT KNOWLEDGE AND HOW TO
APPLY
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WHAT IS THE ROLE OF GOVT?
A NECESSARY EVIL?
TO SHOW THE WAY?
TO PROTECT, PRESERVE, PROMOTE?
TO MAKE IT WORK?
TO ENGAGE?
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WHY STUDY FORMAL THEORIES?
USING THEORIES AS BENCHMARKS QUESTIONS TO ANSWER ISSUES TO BE CONSIDERED WHERE WE STAND THOUGHTFUL RECONSTRUCTION OF HOW
WE SEE THE WORLD AROUND US EMPHACIZING AND DE-EMPHACIZING
CERTAIN THINGS AND LEAVING SOME OUT
ROLE MODELS– REPRESENTATION OF REAL LIFE– MOLECULAR STRUCTURES VS MODEL CARS
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BUILDING THEORIES
FROM PUBLIC ADMINISTRATION AS PART OF THE
GOVERNMENTAL PROCESS TO
PUBLIC ORGANIZATIONS ARE THE SAME AS BUSINESS
TO PUBLIC ADMINISTRATION IS A
PROFESSIONAL FIELD USUALLY FOCUSING ON
COMPLEX ORGS. CARRYING OUT GOVERNMENT MANDATES
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BUILDING THEORIES OF PUBLIC ORGANIZATIONS
PUBLIC ADMINISTRATION AS PART OF GOVERNMENTAL PROCESS
GOVT IS LIKE BUSINESS RE: EFFICIENCY PUBLIC ADMINISTRATION AS A PROFESSION COMPLEX ORGS
– BUREAUCRATIC STRUCTURES– AUTHORITY RELATIONSHIPS
• PRINCIPAL-AGENT THEORY
– PUBLIC ADMINISTRATION AS GOVT ADMINISTRATION WITH AMBIGUOUS GOALS
– SERVICE FIRST?– DEMOCRATIZATION OF ORG DETERMINES
PUBLICNESS OF MGT PROCESSES
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STACKING THE DECKAmerican Pol. Sci. Review, Vol. 81, No. 3
www.jstor.org
SHOULD PUBLIC MGRS BIAS THE SEARCH FOR OPTIONS?
SHOULD POLITICIANS ANTICIPATE AND CONTROL SOLUTIONS?
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REDEFINING THE FIELD
PROCESS NOT STRUCTURE CLARIFY EARLIER PERSPECTIVES
– POLITICAL– ADMINISTRATIVE– PROFESSIONAL
PUBLIC NATURE NOT GOVT SYSTEMS MANAGING CHANGE PROCESSES IN
PURSUIT OF PUBLICLY DEFINED SOCIETAL VALUES
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REDEFINING THE FIELD BRINGING TWO PERSPECTIVES
TOGETHER– DEMOCRATIC POLITICAL THEORY
• FREEDOM, JUSTICE AND EQUALITY
– ORG. THEORIES• MANAGING CHANGE IN PURSUIT OF PUBLICLY
DEFINED VALUES
CRITICAL ROLE OF PUBLIC MGR– INTERPERSONAL AND STRUCTURAL
RELATIONSHIPS AND CHANGE– DESIGN AND IMPLEMENTATION OF
SOCIETAL VALUES– DEFINING ETHICAL BASIS FOR PUBLIC MGT
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WHY STUDY FORMAL THEORIES?
PROVIDE A BENCHMARK MORE COHERENT AND
INTEGRATED UNDERSTANDING MORE THAN SIMPLE OBSERVATION
–CONTEXT MODELS AS A REP. OR REAL LIFE
– LIKE MODEL CARS LANGUAGE
– SAID, UNSAID, SAID NEXT
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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
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TWO CASES: EFFICIENCY VS. EFFECTIVENESS?
KEN WELCH AS AN INTERN STUDIES THE RECRUITMENT PROCESS AND GETS TO KNOW RICK, TIM AND THE DIRECTOR– WHAT MOTIVATES EACH?– HOW DID HE COME TO UNDERSTAND
THE BUREAUCRACY?– WHAT COMMUNICATION PATTERNS?– WHAT ROLE ACQUISITION OF
KNOWLEDGE?– HOW TO COPE WITH OR DIRECT ORG
CHANGE?
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TWO CASES: EFFICIENCY VS. EFFECTIVENESS?
JOHN AND CAROL TAKE OVER A NEW HOUSING-LOAN PROGRAM AND DISAGREE ON APPLICATION PROCESSING
– CUT RED TAPE OR EDUCATE?
– HOW DOES WHERE THEY SIT DEFINE WHERE THEY STAND?
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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
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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
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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
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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
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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
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THE EVOLUTION OF ORGANIZATIONAL AND MANAGEMENT THEORY
From Moses Meets a Management Consultant to New
Public Management
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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
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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
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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
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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
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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
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EIGHT DEFINITIONS OF ORGANIZATION
WEBER– OBEY ORDERS
WALDO– STRUCTURE OF INTER-RELATIONS
BARNARD– CONSCIOUSLY COORDINATED
ACTIVITIES SELZNICK
– STRUCTURAL EXPRESSION OF RATIONAL ACTION
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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
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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???
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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
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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
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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
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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 –
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THE EVOLUTION OF MANAGEMENT & ORGANIZATION THEORY
Key Concepts– Merit system– Public Works– Police– Commander in Chief– Span of Control– Unity of Command
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THE EVOLUTION OF MANAGEMENT & ORGANIZATION THEORY
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
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THE EVOLUTION OF MANAGEMENT & ORGANIZATION THEORY
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
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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
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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.
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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
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FAYOL’S PRINCIPLES OF MANAGEMENT
CLEAR LINE OF AUTHORITY ORDER EUITY STABILITY OF TENURE OF
PERSONNEL INITIATIVE ESPRIT DE CORPS
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THE EVOLUTION OF MANAGEMENT & ORGANIZATION THEORY
• THE PERIOD OF ORTHODOXY- between the wars• Paul Appleby’s Polemic
– Govt is different because Govt is Politics
• Luther Gulick’s POSDCORB
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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
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POSDCORB AS AN ORGANIZING PHILOSPHY
PLANNING ORGANIZING STAFFING DIRECTING COORDINATING REPORTING BUDGETING
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FOUR VIEWS OF ORGANIZATION
MACRO LEVEL
NATURAL SELECTION
COLLECTIVE ACTION VIEW
SYSTEM STRUCTURAL VIEW
STRATEGIC CHOICE
MICRO LEVEL
DETERMINISTIC VOLUNTARISTIC
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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
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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
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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
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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
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DONALD RUMSFELD AND PRISONER ABUSE AT ABU
GHRAIB - 2004 AS A TRUSTED OUTSIDER AND
ADVISOR TO RUMSFELD– WHAT FACTORS BROUGHT THIS TO
CRISIS?– TO WHOM AND FOR WHAT IS
RUMSFELD MOST RESPONSIBLE?– WHAT STEPS TO TAKE TO ADDRESS
AND RESOLVE THE CRISIS?– WHAT ARE THE LESSONS LEARNED?
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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
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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
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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
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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
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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
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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?
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THE EVOLUTION OF MANAGEMENT & ORGANIZATION THEORY
“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
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THE EVOLUTION OF MANAGEMENT & ORGANIZATION THEORY
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
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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
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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
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THE EVOLUTION OF MANAGEMENT & ORGANIZATION THEORY
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
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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
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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
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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
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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
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FAYOL’S PRINCIPLES OF MANAGEMENT
SCALAR CHAIN: CLEAR LINE OF AUTHORITY
ORDER EQUITY STABILITY OF TENURE OF
PERSONNEL INITIATIVE ESPRIT DE CORPS
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CONSEQUENCES OF POSDCORBLUTHER GULICK
WILSONIAN CONTEXT: ACHIEVING MEANS WITHIN A DEMOCRACY
EMPHASIS ON DIVISION OF WORK ORGANIZATION AS A TECHNICAL
PROBLEM CENTRALITY OF EFFICIENCY
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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
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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)
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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
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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
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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
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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??
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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
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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?
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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
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HUMAN RESOURCE THEMES
LEADERSHIP MOTIVATION INDIVIDUALS IN TEAMS AND
GROUPS EFFECTS OF WORK ENVIRONMENT USE OF POWER AND INFLUENCE ORGANIZATIONAL CHANGE
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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)
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WHAT ROLE LEADERSHIP?
MANAGER – FORMAL AUTHORITY
LEADER– EFFECTIVE USE OF INFLUENCE– RELATIONSHIP BETWEEN PEOPLE
WHERE INFLUENCE IS UNEVENLY DIVIDED
– CANNOT FUNCTION IN ISOLATION
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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
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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?
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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
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CONTINGENCY THEORY
SELECTION AND TRAINING OF LEADERS
CO-ACTING TASK GROUPS ADMINISTRATIVE AND
SUPERVISORY STRATEGIES MOVING FROM NOVEL TO FAMILIAR STRUCTURED SITUATIONS VS.
CRISES
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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
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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
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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
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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
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EMOTIONAL INTELLIGENCE MAKES A LEADER
DANIEL GOLEMAN
SELF-AWARENESS SELF-REGULATION MOTIVATION EMPATHY SOCIAL SKILL
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LEADERS , DOUBT AND SENSEMAKING
KARL WEICK
THE VALUE OF UNCERTAINTY
LEADING BY COMPASS– ANIMATION– IMPOVISATION– LIGHTNESS– AUTHENTICATION– LEARNING
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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
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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
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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
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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?
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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
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BUILDING CITIZEN INVOLVEMENT
ACHIEVE BEST POLITICAL OUTCOMES
SATISFY INTERESTS OF CITIZENS
LEGITIMIZE GOVERNMENT
DEMOCRATIC MORALITY
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BUILDING CITIZEN INVOLVEMENT
ACCESS TO INFORMATION
ACCESS TO DECISIONMAKING
ABILITY TO OPEN ISSUES FOR PUBLIC DISCUSSION
CONSIDERATION OF ALL CLAIMS ASSERTED
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DEFINING PUBLIC SERVICE QUALITY
CARLSON + Schwarz, 1995
CONVENIENCE SECURITY RELIABILITY PERSONAL ATTENTION PROBLEM-SOLVING APPROACH FAIRNESS FISCAL RESPONSBILITY CITIZEN INFLUENCE
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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?
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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
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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
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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
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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
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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
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LEGAL APPROACHES TO REGULATORY ADMINISTRATION
ADVERSARY PROCEDURES
NEUTRALITY AND THE ADMINISTRATIVE LAW JUDGE
DUE PROCESS PROTECTION
REASONABLENESS– PROPERTY RIGHTS
AND TAKINGS
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REGULATORY ADMINISTRATION
NARROW VS. BROAD PUBLIC INTEREST
BALANCING PRIVATE INTERESTS AGAINST ONE ANOTHER
PROTECTING AGAINST DISASTER
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NEW PUBLIC SERVICE
PUBLIC ADMINISTRATORS ARE RESPONSIBLE FOR ENHANCING CITIZENSHIP AND SERVING THE PUBLIC INTEREST
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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
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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
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DELIBERATIVE DEMOCRACY
STRUCTURING PUBLIC DELIBERATION FOR THOUGHTFULNESS AND ETHICS
DIALOGUE NOT MONOLOGUE DIALOGUE FREE OF DOMINATION
AND DISTORTION INSTITUTIONALIZED DISCURSIVE
STRUCTURES
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3 CONDITIONS FOR LEGITIMACY
EQUALITY AND SYMMETRY
ALL HAVE RIGHT TO QUESTION
ALL HAVE RIGHTS TO CHANGE THE RULES OF DISCOURSE
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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
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MODERN STRUCTURAL THEORIES
PUA 703-001 –FALL 2007
DR. CHRISTINE SPRINGER
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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
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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
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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
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SOCIO-TECHNICAL APPROACHBURNS AND STALKER - 1961
STABLE VS. DYNAMIC CONDITIONS
MECHANISTIC VS. ORGANIC ORG.
SECURITY VS. UNCERTAINTY
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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
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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
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KEY TERMS
DIFFERENTIATION = SPECIALIZATION IN A RAPIDLY CHANGING ENVIRONMENT– REQUIRES CONTROL, COORDINATION
AND INTEGRATION DONUT ORGANIZATIONS ORGANIZATIONAL NETWORKS VIRTUAL ORGANIZATIONS
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FIVE PARTS OF AN ORGANIZATION
MINTZBERG - 1979
OPERATING CORE STRATEGIC APEX THE MIDDLE LINE TECHNOSTRUCTURE SUPPORT STAFF
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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
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TECHNOLOGY AS A TOOLBURTON AND OBEL 1998
FORMALIZATION CENTRALIZATION COMPLEXITY CONFIGUATION COORDINATION CONTROL INCENTIVES
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Market Theories: Rational Self Interest
Grounds for opposition to organic system theories
Indifference to merits of human relations theory
How to maximize individual utility through rational choices?
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Community as a Fictitious BodyJeremy Bentham - 1948
Composed of individual persons who are considered members
Community interest is the sum of individual interests
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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
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Self-Interest and Market Organizing Theory
Collective Action is Aggregation of Individual Choice
Organizing manages individual conflicts
Rules needed to adjudicate conflicting preferences
Satisficing not maximizing choices in decisions
Satisficing results in incremental change
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FRAMING INSTITUTIONAL ACTION
INTERPLAY OF INTRESTS, GROUPS AND INDIVIDUALS– PUBLIC CHOICE THEORY
IMPORTANT LIMITATIONS TO WHAT CAN BE DONE BY PUBLIC PLANNING– Satisficing (Simon)– Political
• What is legitimate?• What can be reasonably
acted on?
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Administration as Political Challenging the
possibility/ desirability of tightly structured orgs reaching goals of internal efficiency and control
Agreeing with System Theorists– Engaging political
environments– Internal Rules Stabilize
Disagreeing– Decisions not Structure
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WHAT ARE THE RULES? PUBLIC CHOICE AS
REPRESENTED BY BUCHANAN, TULLOCK AND OSTROM– CONSTITUTIONAL RULES– IMPROVING GOVT
PERFORMANCE MEANS MAKING IT MORE DEMOCRATIC AND EFFICIENT
– DEFINING HUMAN MOTIVATIONS SO AS TO DERIVE A PREFERRED THEORY OF VALUES
– BASIC ASSUMPTIONS ENABLE EXPLANATION OF PAST, PRESENT AND PREDICTION OF FUTURE
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MARKET THEORISTS
SCOT, DAVID HUME, JEREMY BENTHAM, JOHN STUART MILL– UTILITARIANSIM
JAMES BUCHANAN, GORDON TULLOCK AND VINCENT OSTROM– PUBLIC CHOICE
CHARLES LINDBLOOM, DAVID BRAYROOKE– INCREMENTALISM DISJOINTED
ALBERT HIRSCHMAN– ECONOMIC– FAILING TO RESPOND TO REPAIRABLE LAPSES
IN PERFORMANCE
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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
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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
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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
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Questions to think about . . . What are the tenets or assumptions
of market theories? What types of behavior do market
theories explain? How do market theories explain the
behavior of organization members? What insights do market theories
provide about orgs? How are market theories different
from classical theories? What is the market metaphor?
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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
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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
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THE EVOLUTION OF MANAGEMENT & ORGANIZATION THEORY
“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
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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
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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?
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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)
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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
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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
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CHANGING ORG. CULTURES
TRICE AND BEYER 1993
CAPITALIZE ON PROPITIOUS MOMENTS
COMBINE CAUTION WITH OPTIMISM
UNDERSTAND RESISTANCE TO CHANGE
CHANGE ELEMENTS BUT MAINTAIN CONTINUITY
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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
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DEFINITIONS OF ORG CULTURE
SHARED BELIEFS SHARED
UNDERSTANDINGS UNDERLYING
ASSUMPTIONS COMMON
ORIENTATION PATTERNS OF
MEANING STORIES TOLD IN
ORIENTATION
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COMMON RITUALS
INITIATION REWARD DEGRADATION RENEWAL CONFLICT
REDUCTION INTEGRATION ENDING COMPOUND
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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
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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
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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
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LEARNING ORGANIZATIONSPETER SENGE - 1990
LEARNING HOW TO LEARN TOGETHER
COMPONENT TECHNOLOGIES
FIVE DISCIPLINES– SYSTEMS THINKING– PERSONAL MASTERY– MENTAL MODELS– BUILDING SHARED
VISION– TEAM LEARNING
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REINVENTING GOVERNMENTOSBORNE & GAEBLER - 1992
CATALYTIC COMMNITY-OWNED MISSION DRIVEN RESULT ORIENTED CUSTOMER DRIVEN ENTERPRISING ANTICIPATORY DECENTRALIZED MARKET ORIENTED
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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