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20 Cards in this Set
- Front
- Back
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Organizational Theories |
-Max Weber and Luther Gullick are considered classical theorist -Neoclassical theories- criticized the classical theories -Human relations school- criticized both classical & neoclassical |
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Organizational Theories I. Classical Theories |
I. Classical Theories 1. Max Weber "Bureaucracy" -Rational- legal authority -Professionalization -Role specification -chain of command -Formalism (rules and regulation) -Records 2. Scientific Management School- Luther Gullick -Specialization -Unity of command -Limited control of span -Top-down supervision |
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Organizational Theories
II. Neoclassical Theories |
1. Herbert Simon, "Proverbs of Administration" - Contradictory, equally plausible, scientific management principles -Specialization in a particialr manner -Unity of comman vs. specializiation -Span of control vs. hierarchy 2. Paul Light, "Thickening Government" |
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*Organizational Theories III. Human Relation School |
1. Hierarchy of needs
2. Douglas McGregor, "The Human Side of Enterprise" -social needs, ego needs -Theory X- classical and neo-classical theories -Theory Y- Human Relations Theory |
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Organizational Theories IV. Size and Market |
1. Upsizing and downsizing 2. National Performance Review 3. Market vs. Public service |
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Hierarchy of Needs –Abraham Maslow |
Physiological Safety Love Esteem Self-Actualization |
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*Human Relations School- –“The Human Side of Enterprise”, Douglas McGregor |
-Workers need -Social needs 🔸belonging, association -Ego needs 🔸self-esteem, achievement, reputation -Workers deprived of these needs show indolence, resistance -Delegation, participation, and appraisal are necessary to motivate workers
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Human Relations School- –“The Human Side of Enterprise”, Douglas McGregor
Theory X: Classical and neoclassical Theories |
–People dislike work and will seek to avoid it –Workers are motivated only by economic rationality –Workers do not want to take responsibility in achieving organizational goals –Managers must threaten workers to get them to work |
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Human Relations School- –“The Human Side of Enterprise”, Douglas McGregor
Theory Y: Human Relations Theory |
–Work is natural, and people seek work –People can provide self-control in achieving organizational objectives –Motivation is in response to ego and social rewards |
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Thickening Government, Paul Light
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Federal government is thickening - Extending vertically and expanding horizontally
Reason of thickening - Scientific management, especially limited span of control, caused thickening |
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Does Thickening Matter?
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-Financial cost of thickening is limited -Diffusion of Accountability -Thickening increases the number of layers and decision makers, thereby causing difficulty to swiftly implement the presidential order -Information Distortion 🔸Information from bottom to top or from top to bottom maybe distorted at each layer intentionally or unintentionally -Organizational Inertia 🔸Forces inside an organization that make it resistant to change -Thickening raises the number of checkpoints for ideas going up -Internal regulations, increased by thickening, discourage risk taking |
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Bureaucracy (1922), Max Weber
Principles of the bureaucratic structure |
-Rational-legal authority -Professionalization -Clear Specification of Roles -Top-down Chain of Command -Formalism -Written records |
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Principles of the bureaucratic structure Rational-legal authority |
the authority a person possesses because of his/her position |
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Principles of the bureaucratic structure
Professionalization |
–Merit system –Patronage system (spoils) –Bureaucrats should be full-time, career-oriented civil servants
–Bureaucrats should be paid regular salary and provided with benefits such as health insurance and retirement pension |
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Principles of the bureaucratic structure
Clear Specification of Roles |
clear pattern of vertical differentiation (decision-making authority) and horizontal differentiation (task responsibility) is the essential foundation for organizational effectiveness |
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Principles of the bureaucratic structure
Top-down Chain of Command |
each lower office in the hierarchy is under the control and supervision of a higher office |
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Principles of the bureaucratic structure Formalism |
rules and regulations should govern bureaucratic activities in order to enhance coordination and reduce confusion and errors |
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Principles of the bureaucratic structure
Written records |
administrative decisions, actions, and rules should be written down for records in order to maintain consistency |
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Scientific Management School-Luther Gullick- –“Notes on the Theory of Organization” (1937) |
-Specialization(division of labor)- 1 or few constanttasks per worker -Unityof command- one supervisor per worker -Limitedcontrol of span (few subordinates per supervisor) -Top-downsupervision- minimize confusion |
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Neoclassical Organization Theory –“The Proverbs of Administration” (1946), Herbert A. Simon |
-The scientific management gives contradictory, but equally plausible, principles -The principles of scientific management appear to be simple. However, their application to real problems of administrative organizations would be ambiguous and less concrete -Administrativeefficiency should be enhanced not by “specialization”, but by specialization ina “particular manner” - Unityof command is incompatible w/ specialization - Limitedspan of control would increase vertical layers, hence causing red tape |
