CONTEXT FOR ORGANIZATION THEORY

1
CONTEXT FOR ORGANIZATION THEORY

• PUA 713
• DR. SPRINGER
• FALL 2005

2
INSIDE FORCES ON A PUBLIC AGENCY MANAGER
MORALE
EMPLOYEE/UNION DEMANDS
AGENCY HEAD
OR MANAGER
AGENCY HEAD
OR MANAGER
BUDGET CONSTRAINTS
PROFESSIONAL ASSOCIATIONS.
DEMANDS OF UNITS
NEED TO MAINTAIN OR INCREASE PRODUCTIVITY
3
THE POLITICAL CULTURAL ENVIRONMENT OF PUBLIC
POLICY ITS ADMINISTRATION

• WHAT IS PUBLIC POLICY
• Public Policymaking in a Republic
• Executive Powers
• The Restricted View
• Wm. Taft and Strict Constructionism
• The Prerogative Theory
• John Locke and Executive Privilege
• The Stewardship Theory
• T. Roosevelt and Actions in the Public Interest

4
THE POLITICAL CULTURAL ENVIRONMENT OF PUBLIC
POLICY ITS ADMINISTRATION

• THE POLICY MAKING PROGRESS
• Agenda Setting
• Process of ideas bubbling up for consideration
• Anthony Downs Preproblem, Alarmed Discovery,
  Recognition, Decline of Public Interest, Post
  Problem Phase
• Decision Making
• Rational
• Intelligence, Recommending, Prescribing,
  Invoking, Application, Appraisal, and Terminating
  Phases
• Implementation small decisions at the margin
• Seven Reasons for Incrementalism
• Evaluation
• Feedback

5
RATIONAL ACCORDING TO HERMAN SIMON1958

• MAKING OPTIMAL CHOICES IN HIGHLY SPECIFIED
  ENVIRONMENT
• IDENTIFYING ALTERNATIVES A GIVEN
• CONSEQUENCES FOR EACH
• CERTAINTY, RISK, AND UNCERTAINTY
• DECISIONMAKER CAN RANK CHOICES BASED UPON
  CONSEQUENCES
• GOOD SELECTION POSSIBLE
• MINIMAX RISKMAXIMUM BENEFIT AND MINIMUM
  CONSEQUENCE

6
THE POLITICAL CULTURAL ENVIRONMENT OF PUBLIC
POLICY ITS ADMINISTRATION

• POWER--THE EXTERNAL PERSPECTIVE
• Pluralism
• Assuming the shifting of power within a democracy
• Group Theory
• Madison Federalist Paper 10
• Interest Groups Will Be Heard and Can Be Managed
• Organizational Goals
• Internal Power Relationships

7
THE POLITICAL CULTURAL ENVIRONMENT OF PUBLIC
POLICY ITS ADMINISTRATION

• THE CULTURES OF PUBLIC ADMINISTRATION
• The Outside Cultural Environment
• The Inside Cultural Environment
• Professional Socialization
• Symbolic Management

8
THE EVOLUTION OF ORGANIZATIONAL AND MANAGEMENT
THEORY

• From Moses Meets a Management Consultant to New
  Public Management

9
A CHRONOLOGY

• 400 B.C. SOCRATES MGT IS AN ART UNTO ITSELF
• 360 B.C. ARISTOTLE CULTURAL CONTEXT
• 1776 ADAM SMITH OPTIMAL ORGANIZATION OF PIN
  FACTOR
• 1813 ROBERT OWEN EMPLOYEES ARE VITAL
  MACHINES
• 1910 LOUIS BRANDEIS AND FREDERICK TAYLOR -
  SCIENTIFIC MANAGEMENT
• 1922 MAX WEBER BUREAUCRACY AS A STRUCTURE

10
A CHRONOLOGY

• 1937 GULICKS POSDCORB
• 1940 MERTON AND THE DYSFUNCTIONS OF BUREAUCRACY
• 1946 SIMON ATTACKS THE PRINCIPLES APPROACH
• 1948 WALDO ATTACKS THE GOSPEL OF EFFICIENCY
• 1949 SELNICK AND TVAS COOPTATION
• 1954 DRUCKER AND MANAGEMENT BY OBJECTIVES
• 1957 ARGYRIS AND THE CONFLICT BETWEEN PERSONALITY
  AND THE ORGANIZATION

11
A CHRONOLOGY

• 1961 THOMPSON FINDS DYSFUNCTION DUE TO ABILITY
  VS AUTHORITY
• 1962 PRESTHUS UPWARDMOBILES, INDIFFERENTS AND
  AMBIVALENTS
• 1964 CROZIER BUREAUCRACY AS AN ORGANIZATION
  THAT CANNOT LEARN FROM ERRORS
• 1966 BENNIS PROCLAIMS DEATH TO BUREAUCRATIC
  INSTITUTIONS
• 1968 HERZBERG MOTIVATORS, SATISFIERS AND
  HYGIENE FACTORS
• 1972 CLEVELAND CONTINUOUS IMPROVISATION IS
  REQUIRED
• 1976 MACCOBY AND THE GAMESMAN
• 1981 PFEFFER POWER IN ORGANIZATIONS

12
A CHRONOLOGY

• 1983 ROSABETH MOSS KANTER AND THE CHANGEMASTER
• 1988 ZUBOFF AND THE AGE OF THE SMART MACHINE
• 1990 GAGLIARDI AND SYMBOLS AND
  ARTIFACTS
• 1992 OSBORNE AND GAEBLER RE-INVENT GOVERNMENT
• 1997 VIRTUAL ORGANIZATIONS AND BEYOND
• 2000 SNOOK ANALYZES SYSTEMIC BREAKDOWN IN
  FRIENDLY FIRE
• 2002 PERROW AND ORGANIZING AMERICA WEALTH,
  POWER AND ORIGINS OF CORPORATE CAPITALISM

13
MOSES CREATES FIRST BUREAUCRACY

• JETHRO INSTEAD OF COUNSELING EVERYONE
  TEACHING ORDINANCES AND LAWS SO THEY FIND THEIR
  OWN WAY USING BASIC PRINCIPLES
• HAVING TO DEAL WITH ONLY THE HARD CHOICES

14
EIGHT DEFINITIONS OF ORGANIZATION

• WEBER
• OBEY ORDERS
• WALDO
• STRUCTURE OF INTER-RELATIONS
• BARNARD
• CONSCIOUSLY COORDINATED ACTIVITIES
• SELZNICK
• STRUCTURAL EXPRESSION OF RATIONAL ACTION

15
EIGHT DEFINITIONS OF ORGANIZATION

• KATZ AND KAHN
• ENERGETIC AND INTERDEPENDENT INPUTS-OUTPUTS
• SILVERMAN
• SOCIAL INSTITUTIONS WITH SPECIAL CHARACTERISTICS
  AND LEGITIMACY
• COHEN, MARCH, OLSEN
• COLLECTION OF ISSUES LOOKING FOR RESOLUTION AND
  DECISION MAKERS LOOKING FOR WORK

16
BRINGING THEORIES INTO PERSPECTIVE

• DOMINANT METAPHORS
• PRIMARY UNITS OF ANALYSIS
• RELATION OF INDIVIDUAL TO ORG.
• MEANING OF RATIONALITY
• PRIMARY VALUES EMBODIES IN THEORITICAL
  PERSPECTIVES
• GENERIC NO DIFFERENCE BETWEEN PUBLIC AND
  PRIVATE SECTOR THEORIES???

17
THREE ARENAS OF PUBLIC ORGANIZATION

• INTER-ORGANIZATIONAL
• PUBLIC ADMINISTRATOR ACTS AS AGENT
• INTRA-ORGANIZATIONAL
• PUBLIC ADMINISTRATOR HAS A PLACE IN THE
  ORGANIZATION
• ORGANIZATION TO INDIVIDUAL
• INTERACTIONS WITH INDIVIDUALS INSIDE AND OUTSIDE
  AND DISCRETION

18
BUREAUCRACY ACCORDING TO MAX WEBER

• 1. FIXED AND OFFICIAL JURISDICTIONAL AREAS
  DEFINED BY REGULATIONS
• 2. AUTHORITY AND SUPERVISION
• 3. WRITTEN AND PRESERVED FILES
• 4. EXPERT TRAINING IS ASSUMED
• 5. OFFICIAL ACTIVITY DEMANDS AND RECEIVES FULL
  CAPACITY
• 6. MANAGEMENT FOLLOWS STABLE, COMPLETE AND
  UNDERSTANDABLE RULES

19
POSTURE OF THE OFFICIALACCORDING TO WEBER

• OFFICE HOLDING IS A VOCATION
• SOCIAL ESTEEM
• APPOINTED BY LEGITIMATE AUTHORITY
• TENURE FOR LIFE
• COMPENSATION AND PENSION
• SET FOR A CAREER WITHIN HIERARCHY OF PUBLIC
  SERVICE

20
THE EVOLUTION OF MANAGEMENT ORGANIZATION THEORY

• THE ORGINS OF PUBLIC MANAGEMENT
• The Continuing Influence of Ancient Rome
• The Military Heritage of Public Administration
• Comparing Military Civilian Principles
• The Principles Approach
• The Cross-Fertilization of Military Civilian
  Management

21
THE EVOLUTION OF MANAGEMENT ORGANIZATION THEORY

• Key Concepts
• Merit system
• Public Works
• Police
• Commander in Chief
• Span of Control
• Unity of Command

22
THE EVOLUTION OF MANAGEMENT ORGANIZATION THEORY

• WHAT IS ORGANIZATION THEORY?
• Classical Organization Theory
• Production related and economic goals
• Systematic Organization
• Division of Labor
• People Act Rationally
• Adam Smith and the Pin Factory
• Laissez-faire capitalism

23
THE EVOLUTION OF MANAGEMENT ORGANIZATION THEORY

• THE ORGINS OF SCIENTIFIC MANAGEMENT
• Frederick W. Taylor
• Time and Motion, Measuring Management
• Worker Development
• Worker Cooperation
• Division of Work
• Fayols General Theory of Management
• Six Principles technical, commercial,
  financial, security, accounting, management

24
FREDERICK TAYLOR PRINCIPLES OF SCIENTIFIC
MGT.DECEMBER, 1916

• RESTRICTING WORKER OUTPUT HURTS THE WORKER
• PRACTICE PRECEDES THEORY
• GOODWILL IS CREATED AMONG WORKERS
• WORKERS ASSUME NEW BURDENS VOLUNTARILY
• THE SCIENCE OF SHOVELING AT BETHLEHEM STEEL
• COSTS MONEY AND JUSTIFIES PROFIT
• MR. BARTH INCREASING WORK 2-3 TIMES THROUGH
  ANALYSIS

25
FREDERICK TAYLOR PRINCIPLES OF SCIENTIFIC
MGT.DECEMBER, 1916

• 1ST PRINCIPLE LEARNING THE SCIENCE OF WORK BY
  STUDYING MOTION AND TIME ON THE JOB
• 2ND PRINCIPLE SELECT AND DEVELOP WORKMEN
• 3RD PRINCIPLE BRINGING SCIENCE TOGETHER WITH
  TRAINED WORKERS
• 4TH PRINCIPLE DIVIDING WORK BETWEEN WORKERS AND
  MGT.

26
FAYOLS PRINCIPLES OF MANAGEMENT

• DIVISION OF WORK
• AUTHORITY AND RESPONSIBILITY
• DISCIPLINE
• UNIT OF COMMAND
• UNITY OF DIRECTION
• SUBORDINATION OF INDIVIDUAL TO GENERAL INTEREST
• REMUNERATION OF PERSONNEL
• CENTRALIZATION

27
FAYOLS PRINCIPLES OF MANAGEMENT

• CLEAR LINE OF AUTHORITY
• ORDER
• EUITY
• STABILITY OF TENURE OF PERSONNEL
• INITIATIVE
• ESPRIT DE CORPS

28
THE EVOLUTION OF MANAGEMENT ORGANIZATION THEORY

• THE PERIOD OF ORTHODOXY- between the wars
• Paul Applebys Polemic
• Govt is different because Govt is Politics
• Luther Gulicks POSDCORB

29
POSDCORB AS AN ORGANIZING PHILOSPHY

• PRIMARY ACTIVITIES OF THE EXECUTIVE
• CONSEQUENCE
• EMPHACIZING MEANS OF ADMINISTRATION NOT PURPOSE
• DICHOTOMY BETWEEN POLITICS AND ADMINISTRATION
• EFFICIENCY OF WORK IS IMPORTANT THRU DIVISION OF
  LABOR

30
POSDCORB AS AN ORGANIZING PHILOSPHY

• PLANNING
• ORGANIZING
• STAFFING
• DIRECTING
• COORDINATING
• REPORTING
• BUDGETING

31
FOUR VIEWS OF ORGANIZATION
DETERMINISTIC
VOLUNTARISTIC

• MACRO LEVEL

MICRO LEVEL
32
FOUR BUREAUCRATIC POSTURESTOWARD A COMPOSITE
APPROACH

• APPROACH
• FORM
• SCOPE
• COVERAGE
• MOTIVE OR VALUES
• ORIGINS
• NET IMPACT ON PUBLIC INTEREST
• NET IMPACT ON PERFORMANCE
• WEBERIAN OR RESPONSIBLE
• REPRESENTATIVE
• PUBLIC SERVICE
• PUBLIC CHOICE

33
ADMINISTRATIVE DECISION-MAKING

• DECISION MAKING CHOICES
• EFFICIENCY VS. EFFECTIVENESS
• PRODUCTIVITY
• WEBER LEGAL/RATIONAL (INSTRUMENTAL) AUTHORITY
• RIGHTS AND THE ADEQUACY OF PROCESS
• PUBLIC WELFARE ADMINISTRATORS AND THEIR CLIENTS
• REPRESENTATION AND CONTROL OF DISCRETION
• ROLE OF MORAL OBLIGATION/CODES OF ETHICS

34
WHAT DOES PUBLIC ADMINISTRATION DEAL WITH?

• DECISIONS THAT
• AFFECT PEOPLES LIVES
• ARE MADE IN THE NAME OF THE PUBLIC
• USE PUBLIC RESOURCES
• TAME AND WICKED PROBLEMS
• PERSONAL VS. ORGANIZATIONAL ACTION

35
SYSTEM BETRAYED CASE

• DECISIONS MADE
• POLICY
• ADMINISTRATION
• SORTING THROUGH INTERESTS
• ACCOUNTING FOR CONSEQUENCES
• JUSTIFYING ACTIONS
• WHOSE TO BLAME?

36
FOUR QUESTIONS TO THINK ABOUT. . .

• WHAT IS THE PUBLIC ADMINISTRATION FRAMEWORK?
• WHAT ARE THE THEORIES THAT APPLY TO
  ORGANIZATIONAL BEHAVIOR?
• HOW WOULD YOU DEFINE ORGANIZATIONAL THEORY?
• COMPARE AND CONTRAST CLASSICAL AND NEOCLASSICAL
  APPROACHES TO ORGANIZATIONAL BEHAVIOR

37
MOVING FROM CLASSICAL ON. . .

• INDUSTRIAL REVOLUTION
• EFFICIENCY AND EFFECTIVENESS
• ORGANIZATION BY DECISION SETS
• ORGANIZATIONS AS PURPOSIVE ENTITIES
• INTEGRATING INDIVIDUALS
• ORGANIZING AS REVEALED SELF-INTEREST
• ORGANIZING AS SOCIAL ACTION
• OGANIZING AS DISCOVERED RATIONALITY

38
SUPERINTENDENTS REPORT

• 1856 ERIE RAILROAD COMPANY
• SETTLED PRINCIPLES
• DIVISION OF RESPONSIBILITIES
• POWER TO CARRY OUT
• MEANS OF MEASUREMENT
• PROMPT REPORT OF ERRORS SO CORRECTED
• DAILY REPORTS, CHECKS AND BALANCES
• ADOPTION OF SYSTEM TO ALLOW GENERAL
  SUPERINTENDENT TO DETECT AND CORRECT ERRORS
  IMMEDIATELY

39
THE ENGINEER AS AN ECONOMIST

• SEPARATE FROM THE AMERICAN SOCIETY OF MECHANICAL
  ENGINEERS
• SHOP MANAGEMENT
• ORG. , RESPONSIBILITY, REPORTS, SYSTEMS OF WORK,
  EXECUTIVE MANAGEMENT
• SHOP ACCOUNTING
• TIME, WAGES, COSTS, BOOKKEEPING, EXPENSES,
  RECORDS OF RESULTS AND PROFITS

40
CLASSICAL SCHOOL1930S AND INFLUENTIAL TODAY

• 1. ORGS EXIST TO ACCOMPLISH PRODUCTION RELATED
  GOALS
• 2. ONE BEST WAY TO ORGANIZE
• 3. PRODUCTION IS MAXIMIZED THROUGH SPECIALIZATION
  AND DIVISION OF LABOR
• 4. PEOPLE AND ORGANIZATIONS ACT IN ACCORDANCE
  WITH RATIONAL ECONOMIC PRINCIPLES

41
THE ECONOMY OF INCENTIVESCHESTER BARNARD - 1938

• SPECIAL INDUCEMENTS FOR PRODUCTIVITY
• MATERIAL
• PERSONAL DEVELOPMENT
• WORKING CONDITIONS
• IDEAL BENEFACTIONS
• SATISY PERSONAL IDEALS RELATED TO FUTURE AND
  ALTRUISM
• ORGANIZATION ATTRACTIVENESS
• INCENTIVES DIFFER BY ORG. PURPOSE
• INDUSTRIAL PRODUCTION OF MATERIAL GOODS
  LIMITED MATERIAL REWARDS
• POLITICAL PERSONAL PRESTIGE/MATERIAL REWARDS
  IMPORTANT TO IDEAL BENEFACTIONS
• RELIGIOUS FAITH/LOYALTY MADE POSSIBLE BY
  MATERIAL CONTRIBUTIONS

42
BUREAUCRATIC STRUCTURE AND PERSONALITYROBERT
MERTON - 1957

• THE DYSFUNCTIONS OF BUREAUCRACY
• SECRECY
• OCCUPATIONAL PSYCHOSIS
• OVERCONFORMITY
• SECULAR AND SACRED DIVISION OF LABOR
• DEPERSONALIZATION
• DISCREPANCY BETWEEN IDEOLOGY AND FACT
• SERVANTS OF THE PEOPLE?
• QUESTIONS TO BE ANSWERED
• PRESTIGE SYMBOLS TO INNER CIRCLE?

43
THE EVOLUTION OF MANAGEMENT ORGANIZATION THEORY

• MODERN STRUCTURAL ORGANIZATION THEORY
• Talcott-Parsons 1951
• Social Systems vs. Political Organizations
• Basic Assumptions
• ORGANIZATIONS ARE RATIONAL
• BEST STRUCTURES
• DIVISION OF LABOR
• PROBLEMS ARE STRUCTURAL
• Mechanisms and Organic Systems

44
THE EVOLUTION OF MANAGEMENT ORGANIZATION THEORY

• NEOCLASSICAL ORGANIZATION THEORY- 1776 TO 1937
• ORGANIZATIONS DO NOT EXIST AS ISLAND
• Herbert Simons Influence
• SATISFICING
• BOUNDED RATIONALITY
• The Impact of Sociology
• SELZNIK GOALS AND VALUES NOT NECESSARILY
  ALIGNED
• OPENING UP ORGANIZATIONS

45
ORGANIZATIONS AS NON-RATIONAL INSTITUTIONSSELSNI
CK - 1948

• ORGANIZATIONS AS ECONOMIES
• ORGANIZATIONS AS ADAPTIVE SOCIAL SYSTEMS
• STRUCTURAL-FUNCTIONAL ANALYSIS
• SECURITY, STABILITY CONTINUITY, RECALCITRANCE,
  HOMOGENEITY OF OUTLOOK
• CO-OPTATION
• PROCESS OF ABSORBING NEW ELEMENTS AS A MEANS OF
  AVERTING THREATS

46
ORGANIZATIONS AS A COLLECTION OF BEHAVIORSCyert
March -1959

• COALITIONS
• OBJECTIVES SET THRU BARGAINING, INTERNAL CONTROLS
  AND ADJUSTING TO EXPERIENCE
• EXAMPLE COMMITTEE AND PAINTING
• PREDICTIVE THEORY
• DEMANDS AND PROBLEMS FOR MEMBERS
• TOOL TO CHANGE DEMAND OVER TIME
• ATTENTION-FOCUS TOOL FOR DEMANDS
• ATTENTION-FOCUS TOOL FOR PROBLEMS
• DEMAND EVALUATION PROCEDURE
• TOOL FOR CHOOSING AMONG VIABLE COALITIONS

47
THE EVOLUTION OF MANAGEMENT ORGANIZATION THEORY

• SYSTEMS THEORY
• SYSTEMS ANALYSIS-RIGOROUS COLLECTION,
  MANIPULATION AND EVALUATION OF DATA TO MAKE GOOD
  DECISIONS
• CYBERNETICS ADAPTIVE SYSTEMS REQUIRING
  MULTI-DISCIPLINARY APPROACHES
• THE LEARNING ORGANIZATION-PERSONAL MASTERY,
  MENTAL MODELS, SHARED VISION, TEAM LEARNING,
  SYSTEMS THINKING

48
THE EVOLUTION OF MANAGEMENT ORGANIZATION THEORY

• THE ORGINS OF PUBLIC MANAGEMENT
• The Continuing Influence of Ancient Rome
• The Military Heritage of Public Administration
• Comparing Military Civilian Principles
• The Principles Approach
• The Cross-Fertilization of Military Civilian
  Management

49
NEO-CLASSICAL ORGANIZATIONS AS DECISION SETS

• FROM SYSTEM, HIERARCHY, STRUCTURE TO
  NEO-CLASSICAL
• HUMAN ANALYSIS
• DECISIONMAKERS
• SERIES OF CHOICES
• RATIONAL LINKAGES
• BOUNDED BY ORGANIZATIONAL PURPOSE

50
FAYOLS FOURTEEN PRINCIPLES

• PRINCIPLES APPLY DIFFERENTLY IN DIFFERENT
  SITUATIONS
• ADMINISTRATION TO BRING A BETTER, ORDERED LIFE
  FOR THE ORGANIZATION AND THOSE WORKING IN IT
• SUBORDINATION OF INDIVIDUAL INTERESTS TO COMMON
  GOOD
• HIERARCHY
• CENTRALIZATION
• UNITY OF COMMAND AND MANAGEMENT

51
FAYOLS PRINCIPLES OF MANAGEMENT-1916

• DIVISION OF WORK
• AUTHORITY AND RESPONSIBILITY
• DISCIPLINE
• UNIT OF COMMAND
• UNITY OF DIRECTION
• SUBORDINATION OF INDIVIDUAL TO GENERAL INTEREST
• REMUNERATION OF PERSONNEL
• JOB, PIECE, BONUSES, PROFIT SHARING, PAYMENT IN
  KIND, WELFARE WORK, NON-FINANCIAL INCENTIVES
• CENTRALIZATION ALWAYS THERE JUST QUESTION OF
  PROPORTION

52
FAYOLS PRINCIPLES OF MANAGEMENT

• SCALAR CHAIN CLEAR LINE OF AUTHORITY
• ORDER
• EQUITY
• STABILITY OF TENURE OF PERSONNEL
• INITIATIVE
• ESPRIT DE CORPS

53
CONSEQUENCES OF POSDCORBLUTHER GULICK

• WILSONIAN CONTEXT ACHIEVING MEANS WITHIN A
  DEMOCRACY
• EMPHASIS ON DIVISION OF WORK
• ORGANIZATION AS A TECHNICAL PROBLEM
• CENTRALITY OF EFFICIENCY

54
KEY TERMS

• SATISFICING LIMITS TO DECISION MAKING
• RATIONAL MAN ANALYZES COMPLEXITIES AND MAXIMIZES
  CHOOSING BEST ALTERNATIVE
• BOUNDED RATIONALITY LIMITING ADMIISTRATIVE
  RATIONALITY DUE TO
• COMPLETE KNOWLEDGE OF CONSEQUENCES
• FUTURE MUST BE ANTICIPATED
• ALTERNATIVE BEHAVIORS LIMITED
• ORGANIZATIONAL SETTING
• PSYCHOLOGICAL STATE
• NARROW INTERPRETATION

55
KEY TERMS

• INSTRUMENTAL RATIONALITY SUBJECTIVE MEANS-END
  REASONING
• DECISION CONCLUSION DRAWN FROM SET OF VALUE AND
  FACTUAL PREMISES
• EFFICIENCY MAXIMIZE ATTAINMENT OF CERTAIN ENDS
  WITH SCARCE RESOURCES
• EFFECTIVENESS-ACCOMPLISHING ORG OBJECTIVES AND
  OVERALL PERFORMANCE
• PUBLIC PROBLEMS EXTRA-ORGANIZATIONAL
• AUTHORITY POWER TO MAKE DECISIONS WHICH GUIDE
  THE ACTIONS OF ANOTHER
• COORDINATION THE PRINCIPLES OF ORGANIZATIONS IN
  TOTO OPERATING THRU A SUPERME COORDINATING
  AUTHORITY (URWICK)

56
SIMONS ACCEPTED ADMINISTRATIVE PRINCIPLES

• ADMIN. EFFICIENCY INCREASED BY
• SPECIALIZATION OF THE TASK
• ARRANGING MEMBERS IN DETERMINATE HIERARCH OF
  AUTHORITY
• LIMITING SPAN OF CONTROL TO A SMALL NUMBER
• GROUPING WORKERS ACCORDING TO PURPOSE, PROCESS,
  CLIENTELE AND PLACE
• KNOWLEDGE IS NEUTRAL
• VALUES OF USER APPLY
• TEHCNOLOGY IS APPLIED KNOWLEDGE AND NEUTRAL

57
RATIONAL ACCORDING TO HERMAN SIMON1958

• MAKING OPTIMAL CHOICES IN HIGHLY SPECIFIED
  ENVIRONMENT
• IDENTIFYING ALTERNATIVES A GIVEN
• CONSEQUENCES FOR EACH
• CERTAINTY, RISK, AND UNCERTAINTY
• DECISIONMAKER CAN RANK CHOICES BASED UPON
  CONSEQUENCES
• GOOD SELECTION POSSIBLE
• MINIMAX RISKMAXIMUM BENEFIT AND MINIMUM
  CONSEQUENCE

58
HERBERT SIMONS ACCEPTED ADMINISTRATIVE
PRINCIPLES

• EFFICIENCY IS INCREASED BY
• 1. SPECIALIZATION
• GROUP IN HIERARCHY
• LIMITING SPAN OF CONTROL
• ORGANIZING ACCORDING TO PURPOSE, PROCESS,
  CLIENTELE AND PLACE
• OVERHAULING THE PROVERBS NOT PRINCIPLES OF
  ADMINISTRATION
• 1. DEVELOP A VOCABULARY
• 2. STUDY THE LIMITS OF RATIONALITY

59
DECISION-SET CHARACTERISTICS

• DECISION MAKING IS FOCAL POINT OF ADMINISTRATION
• MAKING DECISIONS, ANALYSIS, PRIORITIZING,
  COMMUNICATION
• CORE MODE OF OPERATION IS INSTRUMENTAL
  RATIONALITY
• EFFICIENCY AS A MEASURE
• ROLES MORE IMPORTANT THAN INDIVIDUALS
• WHAT ROLE REPRESENTATION AND CONTROL OF
  DISCRETION??

60
OPEN SYSTEMS AND SYSTEM MANAGEMENT

• OPEN SYSTEMS ANY ORGANIZATION THAT INTERACTS
  WITH ITS ENVIRONMENT
• STRUCTURAL/FUNCTIONALISM ORGS EXPLAINED IN
  TERMS OF CONTRIBUTION TO MAINTAINING THE SYSTEM
• SYSTEMS THEORY DYNAMIC RELATIONSHIPS OF INPUTS,
  PROCESSES, OUTPUTS, FEEDBACK LOOPS, ENVIRONMENT

61
NEO-CLASSICAL APPROACHES

• WHAT ARE THE DISTINGUISHING CHARACTERISTICS?
• WHERE DO INDIVIDUAL EMPLOYEES FIT?
• ARE THEY ALL THE SAME?
• WHAT DO THEY MISS?
• HOW WOULD THEY ADDRESS THE LOCAL EDUCATION
  AUTHORITY ALES RAKOVICHS DILEMMA?

62
HUMAN RESOURCE THEORY PRINCIPLES

• ORGANIZATIONS EXIST TO SERVE HUMAN NEEDS
• ORGANIZATIONS AND PEOPLE NEED ONE ANOTHER
• WHEN THE FIT IS POOR, ONE OR BOTH SUFFER
• A GOOD FIT BENEFITS BOTH

63
HUMAN RESOURCE THEMES

• LEADERSHIP
• MOTIVATION
• INDIVIDUALS IN TEAMS AND GROUPS
• EFFECTS OF WORK ENVIRONMENT
• USE OF POWER AND INFLUENCE
• ORGANIZATIONAL CHANGE

64
HUMAN RESOURCE THEORY

• MUNSTERBERG FINDING AND SHAPING PEOPLE TO FIT
  NEEDS
• PEOPLE, GROUPS, RELATIONSHIPS AND ORG ENVIRONMENT
• HAWTHORNE EXPERIMENTS
• MASLOWS THEORY
• THEORY X THEORY Y
• MAXIMUM INFORMATION AND INFORMED DECISIONS
  (ARGYRIS, 1970)
• GROUPTHINK (JANIS, 1971)

65
WHAT ROLE LEADERSHIP?

• MANAGER
• FORMAL AUTHORITY
• LEADER
• EFFECTIVE USE OF INFLUENCE
• RELATIONSHIP BETWEEN PEOPLE WHERE INFLUENCE IS
  UNEVENLY DIVIDED
• CANNOT FUNCTION IN ISOLATION

66
ESSENTIAL FUNCTIONS OF LEADERS AS
EXECUTIVESCHESTER BARNARD - 1938

• PROVIDE SYSTEM OF COMMUNICATION
• PROMOTE THE SECURING OF ESSENTIAL EFFORTS
• TO FORMULATE AND DEFINE THE PURPOSES AND GOALS OF
  AN ORGANIZATION

67
LEADERSHIP APPROACHES

• TRAIT
• LEADERS ARE BORN NOT MADE
• PERSONALITY CHARACTERISTIC
• TRANSACTIONAL
• BASED ON AN INTERACTIONS
• FOCUS ON THE LEADER AND ON SUBORDINATES
• CONTINGENCY OR SITUATIONAL
• PARTICIPATORY LEADERSHIP
• LAW OF THE SITUATION
• CONTINUUM FROM BOSS-CENTERED TO SUBORDINATE
  -CENTERED
• CULTURAL AND TRANSFORMATIVE
• CHANGING CULTURAL ASSUMPTIONS
• WHERE TO FROM HERE?

68
LIFE CYCLE OF LEADERSHIP

• THE MANAGERIAL GRID
• CONSIDERATION VS INITIATING STRUCTURE
• TEAM MANAGEMENT VS IMPOVERISHED
• ADDING AN EFFECTIVENESS GRID
• MOVING FROM
• HIGH TASK LOW RELATIONSHIP TO HIGH ASK HIGH
  RELATIONSHIPS
• LOW HIGH RELATIONSHIPS LOW TASK TO LOW TASK LOW
  RELATIONSHIPS
• LIKERT EMPLOYEE CENTERED
• DIFFICULTIES
• CHANGING STYLE
• CHANGING PERFORMANCE

69
CONTINGENCY THEORY

• SELECTION AND TRAINING OF LEADERS
• CO-ACTING TASK GROUPS
• ADMINISTRATIVE AND SUPERVISORY STRATEGIES
• MOVING FROM NOVEL TO FAMILIAR
• STRUCTURED SITUATIONS VS. CRISES

70
CALLING FOR TRANSFORMATIONAL LEADERSTICHY AND
ULRICH

• ASSUMPTIONS
• TRIGGER EVENTS INDICATE CHANGE IS NEEDED
• A CHANGE UNLEASHES MIXED FEELINGS
• QUICK FIX LEADERSHIP LEADS TO DECLINE
• REVITALIZATION REQUIRES TRANSFORMATIONAL
  LEADERSHIP
• VISION
• MOBILIZATION OF COMMITMENT
• INSTITUTIONALIZATION OF CHANGE

71
PHASES OF CHANGE

• THREE-PHASE PROCESS
• ENDINGS
• NEUTRAL
• NEW BEGINNINGS
• QUALITIES OF THE LEADER
• EQUITY, POWER, FREEDOM AND DYNAMICS OF
  DECISIONMAKING, TOUGHNESS, SEIZING OPPORTUNITIES
• CORPORATE CULTURE PROVIDES A WAY OF UNDERSTANDING
  MEANING

72
ROLES OF LEADERSHIP IN STRATEGY FORMULATIONED
SCHEIN

• PERCEIVE WHAT IS HAPPENING IN ENVIRONMENT
• INFORMATION THAT MOTIVATES CHANGE
• VISION FOR PSYCHOLOGICAL SAFETY
• ACKNOWLEDE UNCERTAINTY
• ACKNOWLEDGE ERROS IN THE LEARNING PROCESS
• MANAGE THE PHASES OF CHANGE

73
LEARNING LEADERSED SCHEIN

• PERCEPTION AND INSIGHT
• MOTIVATION
• EMOTIONAL STRENGTH
• ABILITY TO CHANGE THE CULTURAL ASSUMPTIONS
• ABILITY TO CREATE INVOLVEMENT AND PARTICIPATION
• ABILITY TO LEARN A NEW CULTURE

74
EMOTIONAL INTELLIGENCE MAKES A LEADERDANIEL
GOLEMAN

• SELF-AWARENESS
• SELF-REGULATION
• MOTIVATION
• EMPATHY
• SOCIAL SKILL

75
LEADERS , DOUBT AND SENSEMAKINGKARL WEICK

• THE VALUE OF UNCERTAINTY
• LEADING BY COMPASS
• ANIMATION
• IMPOVISATION
• LIGHTNESS
• AUTHENTICATION
• LEARNING

76
EFFICACY AND EFFECTIVENESSMARTIN CHEMERS

• THE ROLE OF INTELLIGENCE
• FUNCTIONAL LEADERSHIP
• IMAGE MANAGEMENT
• RELATIONSHIP DEVELOPMENT
• RESOURCE DEVELOPMENT
• TRANSFORMATIONAL TRANSCEND AND TRANSFORM
• WEBERS CHARISMATIC
• SELF EFFICACY
• FOUR TYPES OF EMOTIONAL INTELLIGENCE
• TO FACIITATE THINKING
• TO UNDERSTAND OWN EMOTIONS
• EMPATHY
• REGULATION OF SELF TO CONTROL AND PROMOTE
  PERSONAL GROWTH

77
FROM OLD PUBLIC ADMINISTRATION TO PUBLIC SERVICE

• FOUNDATIONS
• HUMAN BEHAVIOR
• PUBLIC INTEREST
• RESPONSIVENESS
• MECHANISMS
• ACCOUNTABILITY
• ADMINISTRATIVE DISCRETION
• ASSUMED ORGANIZATIONAL STRUCTURE
• ASSUMED MOTIVATION BY PUBLIC ADMINISTRATORS AND
  SERVANTS

78
SERVING CITIZENS NOT CUSTOMERS

• CIVIC VIRTUE AND DEMOCRATIC CITIZENSHIP
• THEORIES OF CITIZENSHIP
• THE ROLE OF THE CITIZEN
• BUILDING CITIZEN INVOLVEMENT
• FIVE TENETS
• PUBLIC SERVICE AS AN EXTENSION OF CITIZENSHIP
• NEW PUBLIC MANAGEMENT AND CUSTOMER SATISFACTION
• NEW PUBLIC SERVICE AND QUALITY CITIZEN SERVICE

79
ACCOUNTABILITY ISNT SIMPLE

• WHAT ARE WE RESPONSIBLE FOR?
• TO WHOM ARE WE ACCOUNTABLE?
• BY WHAT MEANS WILL WE ACHIEVE OUTCOMES AND BE
  ACCOUNTABLE FOR THEM?

80
SERVING CITIZENS NOT CUSTOMERS

• CIVIC VIRTUE AND DEMOCRATIC CITIZENSHIP
• THEORIES OF CITIZENSHIP
• THE ROLE OF THE CITIZEN
• BUILDING CITIZEN INVOLVEMENT
• FIVE TENETS
• PUBLIC SERVICE AS AN EXTENSION OF CITIZENSHIP
• NEW PUBLIC MANAGEMENT AND CUSTOMER SATISFACTION
• NEW PUBLIC SERVICE AND QUALITY CITIZEN SERVICE

81
BUILDING CITIZEN INVOLVEMENT

• ACHIEVE BEST POLITICAL OUTCOMES
• SATISFY INTERESTS OF CITIZENS
• LEGITIMIZE GOVERNMENT
• DEMOCRATIC MORALITY

82
BUILDING CITIZEN INVOLVEMENT

• ACCESS TO INFORMATION
• ACCESS TO DECISIONMAKING
• ABILITY TO OPEN ISSUES FOR PUBLIC DISCUSSION
• CONSIDERATION OF ALL CLAIMS ASSERTED

83
DEFINING PUBLIC SERVICE QUALITYCARLSON
Schwarz, 1995

• CONVENIENCE
• SECURITY
• RELIABILITY
• PERSONAL ATTENTION
• PROBLEM-SOLVING APPROACH
• FAIRNESS
• FISCAL RESPONSBILITY
• CITIZEN INFLUENCE

84
SEEKING THE PUBLIC INTEREST

• WHAT IS THE PUBLIC INTEREST?
• NORMATIVE MODELS
• ABOLITIONIST VIEWS
• POLITICAL PROCESS THEORIES
• SHARED VALUES
• OLD AND NEW PUBLIC ADMINISTRATION AND THE PUBLIC
  INTEREST
• WHAT ARE WE RESPONSIBLE FOR?
• TO WHOM ARE WE ACCOUNTABLE?
• BY WHAT MEANS WILL WE ACHIEVE OUTCOMES AND BE
  ACCOUNTABLE FOR THEM?

85
Key Concepts

• PUBLIC INTEREST AS THE BEST RESPONSE TO ALL
  INTERESTS AND CONCEPTS OF VALUE
• PUBLIC INTEREST IS BEST UNDERSTOOD THROUGH
  INDIVIDUAL CHOICES
• PUBLIC INTEREST IS DEFINED BY POLITICAL PROCESS
• PUBLIC INTEREST AS PUBLIC VALUE CONSENSUS

86
FORCES THAT MISCONSTRUE THE PUBLIC INTEREST

• SOCIAL HIGH LEVEL OFFICIALS ARE NOT
  REPRESENTATIVE OF POPULATION
• SPECIALIZATION LEADS TO NARROW INTERESTS
• BUREAU IDEAOLOGY (DOWNS)
• POSITIVE BENEFITS VS. COSTS
• EXPANSION VS. CURTAILMENT
• GENERAL BENEFITS VS. SPECIAL
• PRESENT EFFICIENCIES VS. PAST FAILURES
• ACHIEVEMENTS AND CAPABILITIES VS. FAILURES AND
  LIMITATIONS

87
SHIFTING IN PEOPLE AND PERFORMANCE AREAS

• TRADITIONAL
• SINGLE SYSTEM
• FAIRNESS IS SAMENESS
• PROCESS/RULES
• PROMOTION BASED ON TECH. EXPERTISE
• JOB FOR LIFE
• PROTECTION JUSTIFIES TENURE
• CENTRAL PERSONNEL AGENCY

• NEW PUBLIC SERVICE
• MULTIPLE SYSTEMS
• DIFFERENTIATION BETWEEN DIFF. TALENTS
• PERFORMANCE/RESULTS
• HIRE, DEVELOP, PROMOTE
• CORE VALUES
• PERFORMANCE AND EMP. NEED
• CENTRAL AGENCY WITH EMPOWERED MANAGERS

88
NEW APPROACHES TO REGULATION

• COMPLIANCE THROUGH DETERRANCE IS MISGUIDED AND
  MUST BE REPLACED BY
• PARTNERS
• ONE-STOP SERVICES
• IMPACTS VS. OUTPUTS
• PROBLEMS VS. VIOLATIONS
• FEASIBILITY VS. UNIVERSAL ENFORCEMENT
• NEGOTIATION AND EDUCATION AS TOOLS
• STRATEGIC ENFORCEMENT TARGETS
• DEALING EFFECTIVELY WITH WORST VIOLATORS

89
TOWARD NEW POLITICAL APPROACHES TO REGULATORY
ADMINISTRATION

• BEYOND POLITICAL HACKS OF THE PAST
• PUBLIC AS AN AGENCY CONSTITUENCY
• AARP, CONSUMER GROUPS
• FORWARD LOOKING ASSESSMENT
• NEPA, REGULATORY FLEXIBILITY ACT, PAPERWORK
  REDUCTION ACT

90
LEGAL APPROACHES TO REGULATORY ADMINISTRATION

• ADVERSARY PROCEDURES
• NEUTRALITY AND THE ADMINISTRATIVE LAW JUDGE
• DUE PROCESS PROTECTION
• REASONABLENESS
• PROPERTY RIGHTS AND TAKINGS

91
REGULATORY ADMINISTRATION

• NARROW VS. BROAD PUBLIC INTEREST
• BALANCING PRIVATE INTERESTS AGAINST ONE ANOTHER
• PROTECTING AGAINST DISASTER

92
NEW PUBLIC SERVICE

• PUBLIC ADMINISTRATORS ARE RESPONSIBLE FOR
  ENHANCING CITIZENSHIP AND SERVING THE PUBLIC
  INTEREST

93
VALUING CITIZENSHIP OVER ENTRPRENUEURSHIP

• GOVERNANCE
• EXERCISE OF PUBLIC AUTHORITY
• NEW ROLES FOR GOVERNMENT
• LEGAL AND POLITICAL RULES
• PROTECTING ECONOMIC INTERESTS
• ASSURE DEMOCRACY AND SOCIAL EQUITY
• ADMINISTRATION AND ADMINISTRATORS ROLES
• SERVICE
• PROCESS
• INVOLVEMENT
• INFORMATION
• CONSULTATION
• ACTIVE PARTICIPATION

94
REINVENTING THROUGH NATL PERFORMANCE REVIEW1997

• FLEXIBLE RESPONSIVE HIRING SYSTEMS
• REFORM PAY CLASSIFICATIONS
• ORGANIZATIONAL DEVELOPMENT
• INCENTIVE AWARDS
• SUPPORT MGT IN DEALING WITH POOR PERFORMERS
• MARKET-DRIVEN TRAINING
• FAMILY FRIENDLY WORKPLACES
• CROSS-TRAINING AND INTERAGENCY COLLABORATION
• ELIMINATE RED TAPE AUTOMATE INFORMATION
• LABOR-MANAGEMENT PARTNERSHIPS
• INCENTIVES FOR VOLUNTARY SEPARATIONS

95
DELIBERATIVE DEMOCRACY

• STRUCTURING PUBLIC DELIBERATION FOR
  THOUGHTFULNESS AND ETHICS
• DIALOGUE NOT MONOLOGUE
• DIALOGUE FREE OF DOMINATION AND DISTORTION
• INSTITUTIONALIZED DISCURSIVE STRUCTURES

96
3 CONDITIONS FOR LEGITIMACY

• EQUALITY AND SYMMETRY
• ALL HAVE RIGHT TO QUESTION
• ALL HAVE RIGHTS TO CHANGE THE RULES OF DISCOURSE

97
PUBLIC ADMINISTRATION AND CONSTITUTIONAL RIGHTS

• LEGITIMACY
• DIVERSITY AMONG CITIZENRY
• FREEDOM AND LIBERTY
• CHILLING EFFECT
• OVERBREADTH
• LEAST RESTRICTIVE ALTERNATIVE
• PROPERTY RIGHTS
• DUE PROCESS
• INDIVIDUALITY
• PRIVACY
• EQUITY

98
MODERN STRUCTURAL THEORIES

• PUA 713 FALL 2005
• DR. CHRISTINE SPRINGER

99
MOVING ON AFTER WORLD WAR II

• ORGANIZATIONAL EFFICIENCY IS THE ESSENCE OF ORG.
  RATIONALITY
• RATIONALITY INCREASES PRODUCTION IN TERMS OF REAL
  GOODS AND SERVICES
• STRUCTURE, CONTROL COORDINATION
• ONE BEST STRUCTURE
• SPECIALIZATION AND DIVISION OF LABOR STILL
  IMPORTANT
• MOST ORG PROBLEMS ARE STRUCTURAL

100
ORGANIZATIONS AS NON-RATIONAL INSTITUTIONSSELSNI
CK - 1948

• ORGANIZATIONS AS ECONOMIES
• ORGANIZATIONS AS ADAPTIVE SOCIAL SYSTEMS
• STRUCTURAL-FUNCTIONAL ANALYSIS
• SECURITY, STABILITY CONTINUITY, RECALCITRANCE,
  HOMOGENEITY OF OUTLOOK
• CO-OPTATION
• PROCESS OF ABSORBING NEW ELEMENTS AS A MEANS OF
  AVERTING THREATS

101
ORGANIZATIONS AS A COLLECTION OF BEHAVIORSCyert
March -1959

• COALITIONS
• OBJECTIVES SET THRU BARGAINING, INTERNAL CONTROLS
  AND ADJUSTING TO EXPERIENCE
• EXAMPLE COMMITTEE AND PAINTING
• PREDICTIVE THEORY
• DEMANDS AND PROBLEMS FOR MEMBERS
• TOOL TO CHANGE DEMAND OVER TIME
• ATTENTION-FOCUS TOOL FOR DEMANDS
• ATTENTION-FOCUS TOOL FOR PROBLEMS
• DEMAND EVALUATION PROCEDURE
• TOOL FOR CHOOSING AMONG VIABLE COALITIONS

102
SOCIO-TECHNICAL APPROACHBURNS AND STALKER - 1961

• STABLE VS. DYNAMIC CONDITIONS
• MECHANISTIC VS. ORGANIC ORG.
• SECURITY VS. UNCERTAINTY

103
FORMAL VS. INFORMAL ORGS

• BARNARD 1938
• UNCONSCIOUS ATTITUDES, UNDERSTANDING, CUSTOMS,
  HABITS CREATING THE CONDITION UNDER WHICH FORMAL
  ORGANIZATION ARISES
• BLAU SCOTT 1962
• BUREAUCRATIZATION AMT OF EFFORT DEVOTED TO
  MAINTAINING THE ORG
• NUMBER OF ADMIN. PERSONNEL, HIERARCHIAL
  CHARACTER, STRICT ENFORCEMENT OF RULES, REIGID
  COMPLIANCE TO RULES

104
STRUCTURING ACCORDING TO PRODUCT OR
FUNCTIONWALKER AND LORSCH - 1968

• GROUPING BY WORKER OR BY PRODUCT
• MAXIMUM USE OF A SPECIAL KNOWLEDGE?
• EFFICIENT USE OF EQUIPMENT?
• BEST CONTROL AND COORDINATION?
• BEHAVIORIST FINDINGS
• RELATIONSHIP BETWEEN ACTIVITIES AND THOUGHTS AND
  BEHAVIORS
• COLLABORATION AND INTEGRATION
• COMMUNICATION AMONG SPECIALISTS
• CLUES FOR MANAGERS
• CROSS-FUNCTIONAL TEAMS
• FULL-TIME INTEGRATORS
• MATRIX OR GRID ORGANIZATIONS

105
KEY TERMS

• DIFFERENTIATION SPECIALIZATION IN A RAPIDLY
  CHANGING ENVIRONMENT
• REQUIRES CONTROL, COORDINATION AND INTEGRATION
• DONUT ORGANIZATIONS
• ORGANIZATIONAL NETWORKS
• VIRTUAL ORGANIZATIONS

106
FIVE PARTS OF AN ORGANIZATIONMINTZBERG - 1979

• OPERATING CORE
• STRATEGIC APEX
• THE MIDDLE LINE
• TECHNOSTRUCTURE
• SUPPORT STAFF

107
IN DEFENSE OF BUREAUCRACYJAQUES - 1990

• HIERARCHIAL LAYERS ALLOW ORGS TO COPE WITH
  DISCONTINUITIES
• MANAGERS NEED TO UNDERSTAND AND BE ACCOUNTABLE
• FOR ADDING VALUE
• SUSTAINING TEAM
• SETTING DIRECTION AND ENGAGING SUBORDINATES
• ACCOUNTABILITY IS POSSIBLE WITH AUTHORITY
• VETO APPLICANTS
• MAKE WORK ASSIGNMENTS
• DECISIONS ABOUT RAISES AND REWARDS
• INITIATE REMOVAL

108
TECHNOLOGY AS A TOOLBURTON AND OBEL 1998

• FORMALIZATION
• CENTRALIZATION
• COMPLEXITY
• CONFIGUATION
• COORDINATION
• CONTROL
• INCENTIVES

109
MARKET THEORIES ORGANIZING AS REVEALED
SELF-INTEREST

• HOW INDUCE MGRS TO ACT IN BEST INTEREST OF OWNERS
  AND THOSE IN CONTROL
• ANSWERING ECONOMIC QUESTIONS
• CONTRACTUAL NATURE
• BOUNDED RATIONALITY
• SIGNIFICANCE OF INVESTMENT IN SPECIRIC ASSETS
• SPECIFIC RIGHTS VS. RESIDUAL RIGHTS
• EFFECTS OF IMPERFECT INFORMATION
• EMERGENCE AND EXPANSION OF ORGS GIVEN COST OF
  UNCENTAINTY, INFORMATION, BOUNDED RATIONALITY AND
  COGNITIVE BARRIERS

110
KEY TERMS

• AGENCY THEORY MANAGERS ARE AGENTS OF THE OWNERS
  AND DELEGATED AUTHORITY
• PROPERTY RIGHTS THEORY HOW COSTS AND REWARDS
  ARE ALLOCATED TO PARTICIPANTS IN AN ORGANIZATION
• TRANSACTION COST THEORY HOW TO MAINTAIN
  PRINCIPAL-AGENT RELATIONSHIPS AND MINIMIZE COSTS
  OF TRANSACTIONS AND MANAGEMENT DECISIONS AND
  SOCIAL INTERDEPENDENCE
• UNANIMITY RULE INDIVIDUALS ARE PROTECTED
  AGAINST COERCIAN AND EXTERNAL DAMAGE
• PUBLIC CHOICE DECISION-MAKING ARRANGEMENTS
  ESTABLISH THE TERMS AND CONDITIONS FOR MAKING
  CHOICES.
• MAKING GOVERNMENT MORE DEMOCRATIC AND EFFICIENT

111
MORE KEY TERMS

• SELF-INTEREST HEDONISM VS ALTRUISM
• INCREMENTALISM - DECISIONS THAT TAKE INTO
  ACCOUNT ONLY THE MARGINAL OR INCREMENTAL
  DIFFERENCES BETWEEN PROPOSAL AND EXISTING STATE
  OF AFFAIRS
• DISJOINTED LACK OF CONSCIOUS COORDINATION IN
  DECISIONMAKING

112
CRITICS OF THE MARKET THEORIESHIRSCHMAN - 1970

• MARKET FORCES ARE AT BEST A PARTIAL CONDITION FOR
  ORG RESPONSIVENESS
• EXIT, VOICE OR LOYALTY
• CONDITIONS FOR CORRECTION
• MEANS TO EXPRESS DISSATISFACTION
• TIME AND RESOURCES TO MEND WAYS
• SELF-INTERESTED REASONS FOR TAKING SERIOUSLY EXIT
  OR VOICE OF CLIENTS OR CITIZENS

113
POWER AND POLITICS

• COMPLEX SYSTEMS OF INDIVIDUALS AND COALITIONS
• CONFLICT IS INEVITABLE
• INFLUENCE, POWER AND POLITICAL ACITIVTY PRIMARY
  TOOL
• GOALS ACHIEVED THROUGH MANUEVERING
• INTERDEPENDENCE OF ORG UNITS
• POWER IN ORGS
• CONTROL OVER SCARCE RESOURCES
• ACCESS TO POWER
• CENTRAL POSITION IN POTENT COALITION
• WORKING THE RULES
• CREDIBILITY

114
KEY TERMS

• POWER THE ABILITY TO GET THINGS DONE THE WAY
  ONE WANTS THEM DONE AND TO INFLUENCE PEOPLE
• SOCIAL POWER POWER BETWEEN TWO AGENTS BASED
  UPON REWARDS, COERCIVE , LEGITMATE, REFERENT AND
  EXPERT POWER
• SOCIAL CHOICE-POWER IS THE RESULT OF INFLUENCE
  EXERTED BY NUMEROUS COMPONENTS AND RESPONSIVENESS
  IS A FUNCTION OF CHANCE, FORCE, OR PROCESS

115
THE EVOLUTION OF MANAGEMENT ORGANIZATION THEORY

• MODERN STRUCTURAL ORGANIZATION THEORY
• Talcott-Parsons 1951
• Social Systems vs. Political Organizations
• Basic Assumptions
• ORGANIZATIONS ARE RATIONAL
• BEST STRUCTURES
• DIVISION OF LABOR
• PROBLEMS ARE STRUCTURAL
• Mechanisms and Organic Systems

116
BUREAUCRATIC STRUCTURE AND PERSONALITYROBERT
MERTON - 1957

• THE DYSFUNCTIONS OF BUREAUCRACY
• SECRECY
• OCCUPATIONAL PSYCHOSIS
• OVERCONFORMITY
• SECULAR AND SACRED DIVISION OF LABOR
• DEPERSONALIZATION
• DISCREPANCY BETWEEN IDEOLOGY AND FACT
• SERVANTS OF THE PEOPLE?
• QUESTIONS TO BE ANSWERD
• PRESTIGE SYMBOLS TO INNER CIRCLE?

117
KEY TERMS

• SATISFICING LIMITS TO DECISION MAKING
• RATIONAL MAN ANALYZES COMPLEXITIES AND MAXIMIZES
  CHOOSING BEST ALTERNATIVE
• BOUNDED RATIONALITY LIMITING ADMIISTRATIVE
  RATIONALITY DUE TO
• COMPLETE KNOWLEDGE OF CONSEQUENCES
• FUTURE MUST BE ANTICIPATED
• ALTERNATIVE BEHAVIORS LIMITED
• ORGANIZATIONAL SETTING
• PSYCHOLOGICAL STATE
• NARROW INTERPRETATION

118
KEY TERMS

• INSTRUMENTAL RATIONALITY SUBJECTIVE MEANS-END
  REASONING
• DECISION CONCLUSION DRAWN FROM SET OF VALUE AND
  FACTUAL PREMISES
• EFFICIENCY MAXIMIZE ATTAINMENT OF CERTAIN ENDS
  WITH SCARCE RESOURCES
• EFFECTIVENESS-ACCOMPLISHING ORG OBJECTIVES AND
  OVERALL PERFORMANCE
• PUBLIC PROBLEMS EXTRA-ORGANIZATIONAL
• AUTHORITY POWER TO MAKE DECISIONS WHICH GUIDE
  THE ACTIONS OF ANOTHER
• COORDINATION THE PRINCIPLES OF ORGANIZATIONS IN
  TOTO OPERATING THRU A SUPERME COORDINATING
  AUTHORITY (URWICK)

119
ORGANIZATIONAL CULTURE

• CHALLENGING RATIONAL THEORISTS
• ORGANIZATIONS AS COLLECTION OF VALUES, LIEFS,
  PERCEPTIONS, BEHAVIORAL PATTERNS
• BEHAVIOR IS PREDETERMINED BY MEMBERS ASSUMPTIONS
• ORGS ARE ONLY RATIONAL IF
• SELF-CORRECTING SYSTEM OF INTERDEPENDENT PEOPLE
• CONSENSUS ON OBJECTIVES AND METHODS
• COORDINATION THROUGH SHARED INFORMATION
• PREDICTABLE PROBLEMS AND SOLUTIONS

120
ORGANIZATIONAL SYMBOLISM

• MEANINGS AS SOCIALLY CONSTRUCTED REALITIES
• INTERPRETATION IS MOST IMPORTANT
• AMBIGUITY AND UNCERTAINTY PRECLUDE RATIONALITY
• PEOPLE USE SYMBOLS TO REDUCE AMBIGUITY
• ROOT METAPHORS, SHARED MEANINGS, INTEGRATING
  SYMBOLS

121
CHANGING ORG. CULTURESTRICE AND BEYER 1993

• CAPITALIZE ON PROPITIOUS MOMENTS
• COMBINE CAUTION WITH OPTIMISM
• UNDERSTAND RESISTANCE TO CHANGE
• CHANGE ELEMENTS BUT MAINTAIN CONTINUITY

122
CHANGING ORG. CULTURESTRICE AND BEYER 1993

• RECOGNIZE IMPORTANCE OF IMPLEMENTATION
• SELECT, MODIFY AND CREATE RIGHT CULTURAL FORMS
• MODIFY SOCIALIZATION TACTICS
• FIND AND CULTIVATE INNOVATIVE LEADERSHIP

123
DEFINITIONS OF ORG CULTURE

• SHARED BELIEFS
• SHARED UNDERSTANDINGS
• UNDERLYING ASSUMPTIONS
• COMMON ORIENTATION
• PATTERNS OF MEANING
• STORIES TOLD IN ORIENTATION

124
COMMON RITUALS

• INITIATION
• REWARD
• DEGRADATION
• RENEWAL
• CONFLICT REDUCTION
• INTEGRATION
• ENDING
• COMPOUND

125
REFORM THROUGH CHANGE1980S AND 1990S

• LASTING ORG. REFORM REQUIRES CHANGE IN ORG
  CULTURE
• TOTAL QUALITY CONTROL
• PRODUCTIVITY
• FLEXIBILITY
• RESPONSIVENESS
• RE-EINGINEERING
• CUSTOMER SERVICE

126
APPLYING JAPANESE METHODSOUCHI - 1980

• THEORY Z ORGS
• CULTURAL CONSISTENCY NOT HIERARCHY
• CLANS NOT MARKETS OR HIERARCHIES
• DIFFICULTIES IN TRANSLATION
• SOCIAL ORGS VS. FORMALITY
• BUREAUCRACY VS. DISCRETION
• BALANCING FREEDOM AND INTEGRATION

127
ATTRIBUTES OF EXCELLENCEPETERS - WATERMAN

• BIAS FOR ACTION
• CLOSE TO CUSTOMER
• AUTONOMY
• ENTREPRENUERSHIP
• PRODUCTIVITY THROUGH PEOPLE
• HANDS-ON
• VALUE-DRIVEN
• STICK TO KNITTING
• SIMPLE FORM
• LEAN STAFF
• LOOSE-TIGHT

128
LEARNING ORGANIZATIONSPETER SENGE - 1990

• LEARNING HOW TO LEARN TOGETHER
• COMPONENT TECHNOLOGIES
• FIVE DISCIPLINES
• SYSTEMS THINKING
• PERSONAL MASTERY
• MENTAL MODELS
• BUILDING SHARED VISION
• TEAM LEARNING

129
REINVENTING GOVERNMENTOSBORNE GAEBLER - 1992

• CATALYTIC
• COMMNITY-OWNED
• MISSION DRIVEN
• RESULT ORIENTED
• CUSTOMER DRIVEN
• ENTERPRISING
• ANTICIPATORY
• DECENTRALIZED
• MARKET ORIENTED

130
GENDER AND DIVERSITY

• PERPETUATING MALE REALITY ACKER-1992
• GENDER DIVISIONS
• SYMBOLS AND IMAES
• INTERACTIONS
• DEMANDS FOR GENDER-NEUTRAL BEHAVIOR
• ORG CULTURES THAT ARE BARRIERS TO PERFORMANCE
• WORKFORCE 2000 1987
• MANAGING DIVERSITY IS A CRUCIAL COMPETENCY