16. theories of organization
TRANSCRIPT
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OUTPUT #2ORGANIZATION STRUCTURE • Create an organizational structure
in Tinago NHS and emphasized on the line of responsibility with a solid line and the line of coordination with a broken line.
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Three Theories of Organization
• Classical Theory or Bureaucracy
• Neoclassical Theory or Human Relations Movement
• System Theory
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3 Theories of Organizations
Neoclassical TheoryCritique of the 4 structural principles of classical Theory1. Functional2. Scalar 3. Line/Staff4. Span of control
System theory5 parts of an organization1. Individuals2. Formal org.3. Small groups4. Status & Roles5. Physical
setting
Classical Theory4 Basic components to any Organization1. System of
differentiated activities
2. People3. Cooperation
toward a goal4. Authority
Activity No. 1
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Main teachings of the Classical Theory:
1. Basic components: A system of differentiated activities, People, Cooperation toward a goal, Authority.
2. Structural principle: Functional, Scalar (Unity of command), Line/staff, and Span of Control principle.
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Neoclassical Theorists did not agree with classical theorists in many ways e.g.
• Division of labor decreases job meaning
• Value of distinction between line and staff• Span of control is more than a number
• Not only formal authority can influence people
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Components of an Open System
Inputs
Transformation
Outputs
Matter / energy return
Matter / energyMatter / energy
Information Information
Feedback
Environment
Environment
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System Theory
Organizational System is composed of: Individuals, Formal Organization, Small Groups, Status and Role, Physical Setting
All parts in the system are interactive in order to achieve coordinated goals of the system.
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Reorganizing and downsizing
• When environment changes, organizations do too in response.• Job losses, more work less employees, stresses, wider span of control
• Who are affected? Those in the middle line, supporting staffs, and technostructure.
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Structural properties by which the organization to reach its goal.
• Functional principle, divide into units that perform similar function
• Scalar principle (chain of command), unity of command
• Line/staff functions• Span of control, number of
subordinates a manager is responsible for supervising.
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Organizational Structure
Structure: the sum total of ways in which its labor is divided into distinct tasks and then its coordination is achieved among these tasks. Five coordinating mechanisms have been proposed to explain the fundamental ways in which organizations coordinate their work. They are the glue that holds organization together.
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Coordinating Mechanisms
• Mutual adjustment• Direct supervision• Standardization of work processes• Standardization of work output• Standardization of skills and
konwledge
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The Five Basic Parts of an Organization
Strategic apex
Middle line
Operating core
Technostructure Support staff
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Components of Social System1. Roles2. Norms3. Organizational Culture
Social system: the human components of a work organization that influence the behavior of individuals and groups.
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Roles: Expectations of appropriate behavior in a specific position.Aspects of roles: 1) impersonal. 2) Related to task behavior. 3) Difficult to clarify. 4) Produce behavior change. 5) Jobs and Roles are not the same.Role episode: Group expectation, communication about expectation, perceived expectation, actual role behaviorRole differentiation: different roles in the same group.
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Three Informal Components of Social systems
Roles1. Five Aspects
of Roles2. Role Episode3. Role
Differentiation
Norms1. Four
important properties of norms
2. Three-step process for developing & communicating norms
Organizational Culture
1. What is culture?
2. Three key features of an org.’s culture
3. ASA cycle
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Five aspects of roles
• Impersonal• Related to task behavior• Difficult to perceive in the same
way for different persons• Can produce behavior change• Not the same with job, one job can
have several roles
Role: a set of expectations about appropriate behavior in position.
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Role episode
Stage 1 Group expectations for a particular positionsStage 2 Communication about expectationsStage 3 Perceived expectations about roleStage 4 Actual role behavior
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Norms: a set of shared group expectations about appropriate behavior. Norms have several properties
• Shouldness or oughtness• Determine what behavior judged is• Enforce by group
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Overcoming Organizational Resistance to Change
Psychological Ownership1. Self-Enhancement2. Self-Continuity3. Control and efficiency
3 Types of Change1. Self-initiated vs.
imposed change2. Evolutionary vs.
revolutionary change3. Additive vs.
Subtractive
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Effect of psychological ownership or disposition toward change as influenced by type of change
Self-initiated(+)VS
Imposed (-) change
Evolutionary (+)VS
Revolutionary (-) Change
SelfPsychological ownership of the organization
organization
Individual’s disposition toward change of organization
Additive (+)VS
Subtractive (-) change
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Total Quality Management
Employee Involvement
Customer Focus
Statistical Quality Control
Align Business Operation
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Organizational Culture: The way we do things around here. Some defines as artifacts.Org Culture features: 1)
can be traced to its founder. 2) develop out of org. experience with external environment. 3) maintain working relationships among employees.
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BeliefsValues & Norms
Artifacts
Cultural Expression
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Principles of Teamwork
• provide feedback to and accept it from…
• willing, prepare, proclivity to back others…
• viewing that group success depends on their interaction…
• foster interdependence…
• team leadership makes differences..
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Interpersonal Processes in Teams
• Communication
• Conflict• Cohesion• Trust
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Personnel Selection for Team
Establishing team requirements involves identifying and assessing the congruence among members with regard to personality and values.Critical abilities enhancing group performance: gain gr acceptance, increase gr solidarity, be aware of the gr consciousness, share the gr identification, manage others’ impression of him/her.
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Delegation & Empowerment
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Session Learning Objectives: Delegation & Empowerment• Analyze the difference between
delegation and empowerment.• Identify the key principles of
delegation.• Identify the essential elements of
empowerment.
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DefinitionsDelegation:A division of labor~• Assignment of
specific duties or responsibilities to an individual
Empowerment:Instilling a sense of
power~• Granting decision-
making authority, and/or
• Creating opportunities to influence decisions
• Providing ability to make choices
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DELEGATION & EMPOWERMENT
Delegation requires:
• Defined expectations
• Communication• Coaching• Monitoring• Feedback• Trust
Empowerment requires:
• Shared values• Shared power• Defined boundaries• Communication• Feedback• Recognition• Trust
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DELEGATION• PRINCIPLES OF DELEGATION
• Assign duties to the right people• Grant authority to do the job• Minimize yo-yo delegation• Make due date specific• Don’t delegate the critical thing you do
Activity No. 2
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DELEGATIONKnow Your PeopleStages of job development:• Unconscious Incompetent• Conscious Incompetent• Conscious Competent• Unconscious Competent
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DELEGATING1. TELL THEM WHAT TO DO2. SHOW THEM WHAT TO DO3. LET THEM TRY - OBSERVE4. PRAISE PROGRESS5. REPEAT UNTIL COMPETENT6. TRANSFER THE RESPONSIBILITY7. MONITOR PERIODICALLY
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EMPOWERMENTPRINCIPLES OF EMPOWERMENT• Shared Values
• Brainstorm typical situations• Identify your “common sense” solutions• Define “common sense” as values
• The Carver Circle
YES
NO
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CONCERN
INFLUENCE
EMPOWERMENTEXPANDS THE CIRCLE OF
INFLUENCE
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DELEGATION & EMPOWERMENT
CLASS EXERCISE• Best & worst delegation done
to you• Take turns sharing in groups of
4• Report out