slides week 1 lectures final

8/12/2019 Slides Week 1 Lectures FINAL

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Introduction to Organizations

Lecture 1

McFarland Lectures



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?




We can reflect on how common theseorganizations are. They are everywhereand extremely important!

They serve many functions in society!




Organizations vary greatly. Size

Market sector

Social Structure Environmental context



Organizational problems and reform

They ’re everywhere and complex problems arise!

We feel compelled to reform organizations...

But what about them do we change?



List of Educational Reforms

The teacher wrote as follows:



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



END



Analytical Featuresof Organizations

Lecture 2

McFarland Lectures



Organizational Elements (Scott, p. 18)

ORGANIZATION

Social Structures

Participants

Technology Goals

McFarland Lectures



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




Participants

Technology Goals

Participants

Boss/Employee

Faculty/Students




Participants

Technology Goals

Participants

Organizations in a field



Organizational Elements: Structures

McFarland Lectures

ORGANIZATION

Social Structures

Participants

Technology Goals

SOCIAL STRUCTURE:Persistent relations

existing amongparticipants in anorganization



Social Structure: Different Forms

Social Structures

Participants

Technology Goals



Social Structures: Formal vs Informal

Social Structures

Participants

Technology Goals



Social Structures: “Deep” Structure

Social Structures

Participants

Technology Goals

• What principles and beliefs shape theserecurring patterns?

Normative structures

Cultural-cognitive structures



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





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.





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.



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



Organizational Elements: Technology

Technology GoalsTechnology

Desired ends that

participants attempt

to achieve through

the performance of

task activities.

ORGANIZATION

McFarland Lectures



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



Organizational Elements: Environment

Participants

GoalsTechnology

McFarland Lectures

Technology-

environment linkage



Organizational Elements (Scott, p. 18)

ORGANIZATION

Social Structures

Participants

Technology Goals

McFarland Lectures



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.



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.



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



END



Case Application

Lecture 3

McFarland Lectures



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)



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.



Recounting the Case

Adams Avenue School

History

Parent involvement

Individually Guided Education

School character



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



Recounting the Case

Adams Avenue School

Physical location

Faculty culture and ethos

Leadership – principal Michaels

Summary

CASE Adams School (IGE Magnet) S mmar



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 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.



END

slides week 1 lectures final

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