i/o chapter 3
DESCRIPTION
I/O chapter 3 by Jason ManaoisTRANSCRIPT
Organizations, andOrganizational Structure
and System
By:
It is not easy to grasp the whole idea of an “organization” because they are abstract
entities. Nevertheless, they are real and can be considered “alive”.
*Authors use metaphors to enhance the understanding of the concept.
ORGANIZATIONS
What is an Organization?
Organizations are collectives of parts that cannot accomplish their goals as effective if they operate
separately.
*It’s easier to understand why organizations existthan to precisely define what they are.
Classical Theory
Neoclassical Theory
Systems Theory
THREE THEORIES OF ORGANIZATIONS
- first few decades of 20th century
FOCUS:
form and structure of organizations
CLASSICAL THEORY
1.) A system of differentiated activities
2.) People
3.) Cooperation toward a goal
4.) Authority
* Superior-subordinate relationships
FOUR BASIC COMPONENTS OF ORGANIZATIONS
Four MajorStructural Principles
- Division of labor; organizations should be divided into units that perform similar tasks
-Work is broken down to provide areas of specialization
*Horizontal growth of organization
FUNCTIONAL PRINCIPLE
Organization:Xavier University
Unit 1:English Dept.
Unit 2:Psychology
Dept.
Unit 3:RS Dept.
-Refers to the chain of command that grows with increasing levels of authority
-Unity of command- each subordinate should be
accountable to only one superior*Vertical growth of organization
SCALAR PRINCIPLE
Organization:Xavier University
Unit 1:English Dept.
Department Chairperson
Faculty
Unit 2:Psychology
Dept.
DepartmentChairperson
Faculty
Unit 3:Philosophy
Dept.
Department Chairperson
Faculty
Unit 3:RS Dept.
Department Chairperson
Faculty
Line functions- primarily responsible for meeting
the major goals of the organization* production departmentStaff functions
- support the line’s activities but are regarded as subsidiary in overall
importance* personnel and quality control
LINE/ STAFF PRINCIPLE
-the number of subordinates a manager is responsible for supervising
-May be “small” span or “large” span
“Small” span-> flat organization* 1 manager: 3 subordinates
“Large” span-> tall organization* 1 manager: 10 subordinates
SPAN-OF-CONTROL PRINCIPLE
Manager
Staff 1
Staff 2
Staff 3
Staff 4
Staff 5
Staff 6
Staff 7
Staff 8
“LARGE” SPAN;FLAT ORGANIZATION
“SMALL” SPAN;TALL ORGANIZATION
OrganizationManager
Manager
Manager
Manager
There is really no theory; but rather a recognition of psychological and behavioral issues that question the
rigidity with which the classical theory originality stated.
NEOCLASSICAL THEORY
Division of labor depersonalizes the activities of the units, where a sense of alienation develops from highly repetitive work, that the individual
finds little meaning in their activities.
*less rigid division of labor, more humanistic work
ISSUES
Individuals are influenced by interpersonal activities that extend well beyond the prescribed formal
organizational structure.
* Many sources operating in an organization influence the
individual.
“Systems approach”
Views an organization as existing in an interdependent relationship with its
environment, where all parts affect the other parts and their interrelatedness make up the
“system”.
SYSTEMS THEORY
1. Individuals
- personalities, abilities, attitudes
2. Formal Organization- interrelated pattern of jobs
3. Small Groups- facilitates adaptability within the system
5 PARTS OF AN ORGANIZATIONAL SYSTEM
4. Status and Role- differences define the behavior of individuals within the system
5. Physical Setting- external physical environment and
degree of technology
5 PARTS OF AN ORGANIZATIONAL SYSTEM
Organization
Small Group
1
Small Group
3
Small Group
4
Small Group
2
Although the systems theory appears to be abstract, the systems perspective of
organizations allows us to understand phenomena of organizational life that earlier
theories would not permit.
ORGANIZATIONAL STRUCTURE
Mutual Adjustment – simple process of informal communication
Direct Supervision - one person takes responsibility for the work of others
Standardization of Work Process – standardize or specify work process
Standardization of Work Output – standardize or specify the product of the work to be performed
Standardization of Skills and Knowledge – specifying in advance the knowledge, skills ,
training required to perform work
COORDINATING MECHANISMS
Operating Core - employees responsible for conducting basic work
dutiesStrategic Apex - the “brain” of the
organizationMiddle line- mid-level bosses
Technostructure - employees who posses expertise that facilitates the overall operation of the organizationSupport Staff - provides services that
aides the basic mission of the organization
THE FIVE BASIC PARTS OF AN ORGANIZATION
Social System - the human components of a
work organization that influences the behavior of individuals and groups
-it has no formal structure apart from its functioning
-when a social system stops functioning , no identifiable structure
remains
COMPONENTS OF SOCIAL SYSTEM
ROLES - a set of expectations about appropriate behavior in a position
NORMS - a set of shared group expectations about appropriate behavior
CULTURE - the language, values, attitudes and beliefs and customs of an
organization
COMPONENTS OF SOCIAL SYSTEM
Observable Artifacts - artifacts are the surface level actions that can be observed from which some deeper meaning or interpretation can be drawn about the
organization.
e.g. legends, taboos and ceremonies
Espoused Values- beliefs or concepts that are especially endorsed by management.
e.g. “Safety is our top Priority” and “ We Respect the Opinions of our Employees”
Basic Assumptions- unobservable and are at the core of organization
THREE LAYERS OF CULTURE IN AN ORGANIZATION
THE END