slides week 1 lectures final
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8/12/2019 Slides Week 1 Lectures FINAL
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Introduction to Organizations
Lecture 1
McFarland Lectures
8/12/2019 Slides Week 1 Lectures FINAL
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What is an Organization?
What is an organization? What is NOT an organization?
HospitalsSchoolsBusinessesStoresCompaniesFactories
Families… Professional associations… Social movements… Friendship cliques… Random collectivities… Isolated individuals…
What makes something an organization or not?
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What is an Organization?
We can reflect on how common theseorganizations are. They are everywhereand extremely important!
They serve many functions in society!
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What is an Organization?
Organizations vary greatly. Size
Market sector
Social Structure Environmental context
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Organizational problems and reform
They ’re everywhere and complex problems arise!
We feel compelled to reform organizations...
But what about them do we change?
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List of Educational Reforms
The teacher wrote as follows:
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Course Aims and Its Value to You
The course is for advanced undergraduate,
master’s students, and Ph.D.s. interested inorganizations
What’s the utility of this course topolicymakers and researchers? Why should
you care?
You’ll better understand the problems thatorganizations confront.
This course exposes you to a variety ofactual CASES of organizations andTHEORIES that help make sense of what
you have observed.
Organizations are everywhere!
Goals, tasks, coordination/implementation, input,output, participants, environmental fit
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END
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Analytical Featuresof Organizations
Lecture 2
McFarland Lectures
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Organizational Elements (Scott, p. 18)
ORGANIZATION
Social Structures
Participants
Technology Goals
McFarland Lectures
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Organizational Elements: Participants
Participants
Technology Goals
Participants
McFarland Lectures
ORGANIZATION
Social Structures
Participants
Technology Goals
PARTICIPANTS:Organizational
participants that makecontributions to andderive benefits from theorganization
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Organizational Elements: Participants
Participants
Technology Goals
Participants
Boss/Employee
Faculty/Students
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Organizational Elements: Participants
Participants
Technology Goals
Participants
Organizations in a field
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Organizational Elements: Structures
McFarland Lectures
ORGANIZATION
Social Structures
Participants
Technology Goals
SOCIAL STRUCTURE:Persistent relations
existing amongparticipants in anorganization
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Social Structure: Different Forms
Social Structures
Participants
Technology Goals
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Social Structures: Formal vs Informal
Social Structures
Participants
Technology Goals
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Social Structures: “Deep” Structure
Social Structures
Participants
Technology Goals
• What principles and beliefs shape theserecurring patterns?
Normative structures
Cultural-cognitive structures
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Organizational Elements: Goals
Participants
Technology GoalsGoals
McFarland Lectures
ORGANIZATION
Social Structures
Participants
Technology Goals
GOALS:Desired ends that
participants attempt toachieve through theperformance of taskactivities
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Organizational Elements: Goals
Technology GoalsGoals
Our goal for Citigroup is to be the mostrespected global financial services company.
Like any other public company, we'reobligated to deliver profits and growth to ourshareholders. Of equal importance is to deliverthose profits and generate growthresponsibly.
We fulfill dreams throughthe experience ofmotorcycling, by providing to motorcyclistsand to the general publican expanding line ofmotorcycles and branded
products and services inselected market segments.
People love our clothes and trust ourcompany. We will market the most appealingand widely worn casual clothing in theworld. We will clothe the world.
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Organizational Elements: Goals
Technology GoalsGoals
Aiming towards the ideal of enabling all people toachieve maximum benefit from their educationalexperiences, the Stanford University School of Education seeks to continue as a world leader in
ground-breaking, cross-disciplinary inquiries thatshape educational practices, their conceptualunderpinnings, and the professions that serve theenterprise.
The School also seeks to develop the knowledge,wisdom, and imagination of its students to enable
them to take leadership positions in efforts toimprove the quality of education around the globe.
Our mission is to create ideas that deepen and advance ourunderstanding of management and with those ideas to developinnovative, principled, and insightful leaders who change theworld.
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Organizational Elements: Technology
Participants
Technology Goals
McFarland Lectures
ORGANIZATION
Social Structures
Participants
Technology Goals
TECHNOLOGY:Means by which organizations
accomplish work or render inputsinto outputs
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Organizational Elements: Technology
Technology GoalsTechnology
Desired ends that
participants attempt
to achieve through
the performance of
task activities.
ORGANIZATION
McFarland Lectures
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Organizational Elements: Environmental Linkages
ORGANIZATION
Social Structures
Participants
Technology Goals
McFarland Lectures
The physical, technological, cultural, and social context
in which an organization is embedded
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Organizational Elements: Environment
Participants
GoalsTechnology
McFarland Lectures
Technology-
environment linkage
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Organizational Elements (Scott, p. 18)
ORGANIZATION
Social Structures
Participants
Technology Goals
McFarland Lectures
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Theories: Rational, Natural, Open
How can these organizational elements work together in a
system?
Rational Systems
An organization as a collectivity oriented toward the pursuit ofspecific goals and whose behavior exhibits a formalizedstructure.
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Theory: Rational, Natural, Open
How can these organizational elements work together in a
system?
Open Systems
Organizations are congeries of interdependent flows and activitieslinking shifting coalitions of participants embedded in wider material-
resource and institutional environments.
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Classes of Organizational Theories (Summary adapted from Scott)
Rational Natural Open
Primary Unit
of Analysis
Single organization, or
administrative unit(organization as unitary
actor)
Single organization
w/multiple actors anddivisions (organization as
coalition)
Multiple organizations
(organizational field)
Organizing
Concepts
Actors /
Participants
Leaders, organization
(admin unit)
Participants across roles
and in direct environment
Stakeholders, employees,
and even mass consumers
Social
Structure
Formal & planned /
hierarchical
Informal & emergent >
formal (external seeps
in/ norms enter)
External world permeated
internal organization
(beliefs enter)
Goals Specific missions /
objectives
Multiple, conflicting
goals
Survival / legitimacy in
environment
Technology /Tasks
Maximization / Decisiontrees / Standard operating
procedures
Contingent decisions /Unintended outcomes
(efficacy)
Less decision, moreemergence &
environmental
determinism (legitimation)
Environment Ignored Minor role Major role
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END
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Case Application
Lecture 3
McFarland Lectures
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Elements Description
Actors / Participants Organizational participants that makecontributions to and derive benefits from theorganization.
Social Structure Persistent relations existing among
participants in an organization.Goals Desired ends that participants attempt to
achieve through the performance of taskactivities.
Technology / Tasks Means by which organizations accomplishwork or render inputs into outputs.
Environment The physical, technological, cultural, and
social context in which an organization isembedded.
Classes of Organizational Theories (Summary adapted from Scott)
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Case Application
Case Application - Adams Avenue School
New Magnet Middle School
Individually Guided Education (Small Schools)
Story of how they build an positive schoolculture that alleviates some of its problems ofdiscipline and achievement.
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Recounting the Case
Adams Avenue School
History
Parent involvement
Individually Guided Education
School character
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Recounting the Case
Adams Avenue School
The program in practice
IGE Influence …
On school character
On curriculum
On reward structure / incentives
On tasks and relationships
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Recounting the Case
Adams Avenue School
Physical location
Faculty culture and ethos
Leadership – principal Michaels
Summary
CASE Adams School (IGE Magnet) S mmar
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CASE: Adams School (IGE Magnet) Summary
Main Story-Line (dominant pattern of inference)
Technologyà Structure in good way in spite of population disadvantage and potential for
divisiveness.
CASE: Adams School (IGE Magnet) Summary
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CASE: Adams School (IGE Magnet) Summary
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Case Application
Natural system perspective – the technology
(small schools and IGE) and social structure
(norms) coalesce, forming a more
personable context.
The plan wasn’t explicitly this – to form a
nurturing climate of rapport building rapport -
but it happened.
Moreover, the reform / culture is never fully
embraced – it is an accomplishment.
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END
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