CHAPTER – 16 – OB AND ORGANIZATION

5. IMAGES AND PERCEPTION OF ORGANIZATION

(a) Gareth Morgan Eight Metaphors

1. Organizations are machines
2. organizations are biological organisms
3. Organizations are human brains

- organization are stock of knowledge
- organization can learn
- flow of info

4. Organizations are cultures & subcultures
5. organizations are political systems

a. office politics

(i) competition between managers
(ii) competition between competitors
(iii) class struggle – Marxist

6. Organizations are psychic presence

7. Organizations are system of change and transformation.

8. Organizations are instrument of domination

6. TRADITIONAL APPROACHES TO ORGANIZATION & MANAGEMENT

Fayol :- (18L11-1925)

¨ French industrialist

(a) Division of work
(b) Authority and Responsibility
(c) Discipline
(d) Unity of command
(e) Unity of direction
(f) Subordination of individual interests
(g) Remuneration
(h) Scales chain
(i) Stability of tenure of personnel
(j) Esprit de corps. (Harmony)
(k) Initiative


MIX WABER :- (1864 -1920)

BUREAUCRACY

- Why individual obeyed commands

1. Charismatic leadership
2. Traditional, or patriarchal leadership
3. Bureaucracy

i) Hierocracy
ii) Specialisation & training
iii) Impersonal nature of employment
iv) Professional nature of employment
v) Rationality
vi) Uniformity
vii) Technical competence
viii) Stability

FREDERICK W TAYLOR (1856-1915)

Scientific management

a). The development of a true science of work.

b). The scientific selection & progressive development of workmen

c). The bringing together of the science & the scientifically selected & trained men

d). The constant & intimate co-operation between management & workers

7. DEVELOPMENT IN ORGANIZATION THEORY:HUMAN RELATIONS APPROACH

Mayo (1880 – 1949)

(i) Emphasize on human attitudes, values & relationships for the efficient & effective functioning of work organizations.

Systems Approach

(a) the relative openness of the system to its environment
(b) the subsystem approach.


INPUTS:

(i) materials, components & sub-components;
(ii) labour;
(iii) money
(iv) information & ideas
(v) tangible property

OUTPUTS:

(i) goods/services
(ii) money (dividends, interest, wages)
(iii) information
(iv) environment consequence of its activities
(v) social consequence of its activities

SUBSYSTEMS:-

Subsystems may be differentiated from each other by

(a) function
(b) space
(c) time
(d) people
(e) formality
(f) automation

SOCIO TECHNICAL SYSTEMS:

Its not simply a structure the organization chart reflects only one sub system of the overall organization. Trist & his associates at the Tavistock Institute.

- a structure
- a technological system &
- a social system

THE CONTINGENCY APPROACH:

The structure of organization change with its circumstances.

1. Keep looking to your circumstances
2. keep changing to your circumstances

The benefit for this is that people are flexible.


8. THE NEW ORGANIZATION

The adoption of classical management principles has meant that organizations developed the following characteristics:

(a) Relief in universal laws
(b) Very tall structures with close supervision at every level
(c) Hierarchical control
(d) Problem solving
(e) Single function specialization
(f) Individualism
(g) Focus on tasks & responsibilities
(h) system

8.2 No competition = window watches

8.3 REASON FOR SHIFT:

1. Everything global
2. Everything new
3. Everything faster
4. Everything different
5. everything turbulent

8.4 ESSENTIAL OF NEW WORLD ORGANIZATION

(a) Work units
(b) Jobs
(c) Roles
(d) Values
(e) Managers
(f) Executives
(g) Structures

8.5 DIFFICULTIES

1. Centralizing
2. Centrifugal