1. Chapter 2: Organizations as Machines

2. Machine 1) Tzu-Gong and the Old Man 1) Tzu-Gong and the Old Man Tzu-Gong – Machines are good because: Tzu-Gong – Machines are good because: Old Man – Machines are problematic because: Old Man – Machines are problematic because:

3. Bureaucracy as Machines 1) We expect organizations to be “routinized, efficient, reliable, and predictable” (p.13 Morgan). 1) We expect organizations to be “routinized, efficient, reliable, and predictable” (p.13 Morgan). Which rules convey how org. are expected to be like machines? Which rules convey how org. are expected to be like machines? This idea assumes that there is ONE best way to do things………What does this assumption mean? This idea assumes that there is ONE best way to do things………What does this assumption mean? How has the machine concept shaped our lives outside of organizations? How has the machine concept shaped our lives outside of organizations?

4. Bureaucracy as Machines 2) What makes bureaucracy so attractive to capitalists? 2) What makes bureaucracy so attractive to capitalists? Think of another form of society in which bureaucracy would be shunned? Think of another form of society in which bureaucracy would be shunned?

5. Bureaucracy and Democracy Bureaucracy can be efficient, but Weber argued it hampers democracy. Bureaucracy can be efficient, but Weber argued it hampers democracy. Why? Why?

6. Characteristics of Bureaucracy and Classical Management Theory 3) Major Characteristics of Bur and the Machine: 3) Major Characteristics of Bur and the Machine: Fixed Divisions of Tasks Fixed Divisions of Tasks Hierarchy (centralization) Hierarchy (centralization) Rules and Regulations Rules and Regulations Evidence of the above in organizations. Evidence of the above in organizations.

7. Bureacracy leads to: 1) Positive traits 1) Positive traits 2) Negative Traits 2) Negative Traits

8. Scientific Management 1) Frederick Taylor – Engineer who believed that control led to effeciency. 2) Characteristics of SM 2) Characteristics of SM Only those who are most knowledgeable for a position should receive job. Only those who are most knowledgeable for a position should receive job. Managers retain control over every aspect of job. Managers retain control over every aspect of job. Have managers scientifically determine what is most efficient way to complete a job Have managers scientifically determine what is most efficient way to complete a job Have managers train workers. Have managers train workers. Have managers watch workers to make sure they are completing job accurately. Have managers watch workers to make sure they are completing job accurately.

9. Taylor continued 3) Taylorism creates extreme DOL and deskilled workers ---- why? 3) Taylorism creates extreme DOL and deskilled workers ---- why? Give examples of jobs that have been affected by Taylors ideas. Give examples of jobs that have been affected by Taylors ideas. When Taylor was writing, other modes of organizational structures were being developed: the cooperative. Why did managers adopt SM and shun cooperatives? When Taylor was writing, other modes of organizational structures were being developed: the cooperative. Why did managers adopt SM and shun cooperatives?

10. Strenghts and Weaknesses of Machine 1) Strengths: 1) Strengths: 2) Weaknesses: 2) Weaknesses:

11. How to Apply the Machine 1) Which concepts would you consider fundamental to the machine metaphor? 1) Which concepts would you consider fundamental to the machine metaphor?