1. 1 Chapter One Organizations and Organization Theory

2. 2 Organization Theory in Action Topics Current Challenges –Globalization –Ethics –Ethics and Social Responsibility –Speed –Speed of Responsiveness –The –The Digital Workplace –Diversity

3. 3 What is an Organization? Definition Types of Organizations Importance of Organizations –Bring together resources to achieve desired goals and outcomes –Produce goods and services efficiently –Facilitate innovation –Use modern manufacturing and information technologies

4. 4 Importance of Organizations Importance of Organizations (cont’d) –Adapt to and influence a changing environment –Create value for owners, customers and employees –Accommodate ongoing challenges of diversity, ethics, and the motivation and coordination of employees

5. 5 Perspectives on Organizations Open Systems Organizational Configuration –Technical Core –Technical Support –Administrative Support –Top Management –Middle Management

6. 6 Transformation Process An Open System and Its Subsystems Environment Raw Materials People Information resources Financial resources Input Subsystems Boundary Spanning Production, Maintenance, Adaptation, Management Boundary Spanning Products and Services Output

7. 7 Dimensions of Organization Design Structural Dimensions Contextual Dimensions Performance and Effectiveness Outcomes

8. 8 Five Basic Parts of an Organization Top Management Technical Support Technical Core Administrative Support Middle Management Source: Based on Henry Mintzberg, The Structuring of Organizations (Englewood Cliffs, N. J.: Prentice-Hall, 1979) 215-297; and Henry Mintzberg, “Organization Design: Fashion or Fit?” Harvard Business Review 59 (Jan. – Feb. 1981): 103-116.

9. 9 Organization Chart Illustrating the Hierarchy of Authority for a Community Job Training Program Board of Directors Assistant Executive Director for Human Services Executive Committee Executive Director Advisory Committee Director Economic Dev. Assistant Executive Director for Community Service Director Reg. Planning Director Housing Director Criminal Justice Director Finance Director AAA Director CETA Secretary Lead Counsel Lead Counsel Asst. Director Finance Records Clerk SecretaryAdm. AsstPayroll ClerkSecretaryMIS SpecialistStaff ClerkAdm. Asst. Alcohol Coord. Public Info Coord. Account. Contract Fiscal Manager CETA Couns. Devs. Title II D &VI&VII CETA Planner Housing Coord. CETA Couns. Devs. Title II ABC CETA Intake & Orient CETA Couns. Devs. Youth IV Program Spec. AAA Program Planner AAA Level 1 Level 2 Level 3 Level 4 Level 5

10. 10 Goals and Strategy EnvironmentSize Culture Technology Structure 1.Formalization 2.Specialization 3.Hierarchy of Authority 4.Centralization 5.Professionalism 6.Personnel Ratios

11. 11 Characteristics of Three Organizations TECHNOLOGY Manufacturing Retailing Government Service SIZE (#employees) 6,000 250,000 35

12. 12 The Evolution of Organization Theory and Design Historical Perspectives Contemporary Organization Design Effective Performance versus the Learning Organization

13. 13 Two Organization Design Approaches Vertical Structure Routine Tasks Rigid Culture Competitive Strategy Formal Systems Horizontal Structure Adaptive Culture Empowered Roles Collaborative Strategy Shared Information Organizational Change in the Service of Performance Mechanical System Design Natural System Design Stable Environment Efficient Performance Turbulent Environment Learning Organization Source: Adapted from David K. Hurst, Crisis and Renewal: Meeting the Challenge of Organizational Change (Boston, Mass.: Harvard Business School)

14. 14 Organizational Dimensions High Formalization1 - 45 - 67 - 10Low Formalization High Specialization1 - 4 5 - 67 - 10Low Specialization Tall Hierarchy1 - 4 5 - 67 - 10Flat Hierarchy Product Technology1 - 4 5 - 67 - 10Service Technology Stable Environment 1 - 4 5 - 67 - 10Unstable Environment Strong Culture1 - 4 5 - 67 - 10Weak Culture High Professionalism1 - 4 5 - 67 - 10Low Professionalism Well-Defined Goals1 - 4 5 - 67 - 10Poorly-Defined Goals Small Size1 - 4 5 - 67 - 10Large Size Modern1 - 4 5 - 67 - 10Postmodern Workbook Activity

15. 15 Xerox Xerox High Formalization1 - 45 - 67 - 10Low Formalization High Specialization1 - 4 5 - 67 - 10Low Specialization Tall Hierarchy1 - 4 5 - 67 - 10Flat Hierarchy Product Technology1 - 4 5 - 67 - 10Service Technology Stable Environment1 - 4 5 - 67 - 10Unstable Environment Strong Culture1 - 4 5 - 67 - 10Weak Culture High Professionalism1 - 4 5 - 67 - 10Low Professionalism Well-Defined Goals1 - 4 5 - 67 - 10Goals Not Defined Small Size1 - 4 5 - 67 - 10Large Size Modern1 - 4 5 - 67 - 10Postmodern Use for 1959-1990, Use for 1990-present Workbook Activity