Copy of ทฤษฎีองค์การ (Organization Theory)

8/6/2019 Copy of (Organization Theory)

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(OrganizationTheory) (Organization)

Chester B Classical Organization Theoryarnard

Max Weber

(A system of


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() Richard Hall

Max Weber

(corporate group)


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(Structure), (Interaction)

(Interrelation)


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1. Classical Organization Theory

2. Neoclassical Organization Theory

3. Human Resource Theory or Organizational

Behavior Perspective

4.Modern Structural Organization Theory

5. System Theory and Organizational

Economics

6. Power and Politics Orgnaization Theory


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7. Organizational Culture and Sense Making

8. Organizational Culture Reform Movement

9. Postmodernism and the Information Age


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Classical Organization Theory -

-

(specialization) -


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Classical Organization Theory David C.McCullum (1815-1878)

Henry R. Town

,,

,,


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Classical Organization Theory Henri Fayol, General Principles ofManagement

-Division of labor

-Authority and responsibility-Discipline

-Unity of command

-Unity of direction

-Subordination of individual interest to

the general interest.

-Remuneration of personnel


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Classical Organization Theory Frederick Winslow Taylor, The Principles of

Scientific Management

- (Labor-savingdevices)

- (Soldiering)--


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Classical Organization Theory- - - - ()-

?


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Classical Organization Theory Max Weber, Bureaucracy

1. The principles of fixed and official

jurisdictional areas, which are generallyordered by rules, that is by law andadministrative regulation.


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Classical Organization Theory2. A hierarchy 3. There is modern office is based upon

written documents.

4.,5.


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Classical Organization TheoryLuther Gulick,Notes on the Theory of Organization.

Focus on:

1. Division of Labor The whold and the Parts2. The co-ordination of work

3. The span of control One man one master

CEO work is POSDCORB


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Classical Organization TheoryLuther Gulick,Notes on the Theory of Organization.

P = Planning

O = OrganizingS =Staffing

D = Directing

CO=Coordinating

R= Reporting

B = Budgetting


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Neoclassical Organization Theory Classical organization theory concentrate that

organizations should be based on universally

applicable scientific principles.

Neoclassical organization theory classical organizationtheory Modern organizationtheory

Chester I. Barnard, Function ofExecutive


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Neoclassical Organization TheoryThe Economy of Incentives Chester I.Barnard

1. The method of incentives

2. The method of pursuasive

Robert K.Morton,Bureaucratic Structure and

Personality.

1. The Structure of Bureaucracy

2. The Dysfunction of Bureaucracy


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Neoclassical Organization TheoryHerbert A. Simon, The Proverb ofAdministration GulickUrwick

Simon


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Neoclassical Organization Theory Richard M.Cyert and James G.March

A Behavioral Theory of Organizational

Objectives.- The organization as a coalition

- Stabilization and Elaboration of objectives

- Changes in Objective Through Experience.


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Human Resource Theory ,or the

Organizational Behavior Perspective (The Boss

knows best mindset) Hugo Munsterberg .


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Organizational Behavior Perspective Munsterberg

Argyris,


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Organizational Behavior Perspective

. . .

win-win game


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Organizational Behavior Perspective

Hawthorn study Western ElectricCompany

, ,


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Organizational Behavior Perspective J.Steven Otts (1996) Classic Readings

in organizational Behavior

. (Motivation).

(group and intergroup behavior)

. (Leadership).

(empowerment

)


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Organizational Behavior Perspective Mary Parker Follett

The Giving Orders

(depersonalized)

(Lawofsituation)


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Organizational Behavior Perspective Abraham

Maslow

(AH

ierarchy

ofNeed

)

Harthorne ExperimentsX,Y Douglas Mcgregor

Maslow.


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Organizational Behavior Perspective.

Irving Janis Groupthink

.


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Organizational Behavior Perspective Bart Victor and Carroll Stephens DarkSide ofthe Neworganizational forms

, , ,

, Flat organization


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Modern Structural Organization

Theory Classical School Structuralist

, , Modern Structural organization theory

Fayol,Taylor,Gulick, Weber


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Theory Modern Structural Organization Theory

Neoclassical,human

relation,system theory Bolman and Deal (1997)

.


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Theory .

.

.


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Theory Tom Burns and G.M.Stalker

mechanisticorganicsystem

mechanistic


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Theory PeterM.Blue, W.Richard Scott

Formal Organization: A Comparativeapproach

Arthur H.Walker, Jay W.Lorsch Organization Choice:product or function


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Theory Adam Smith

1922Max Weber

,


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Theory Henry Minzberg The Structuring of

Organization Model Power in andaround Organization Model Five Basic

Partsof

the Organization


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Theory Five Basic Parts of the Organization

1. The strategic apex

2. The middle line

3. The operating core

4. The technostructure

5. The support staff


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TheoryElliott Jacques

(


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Theory

. hirarchy

. ..

.


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System Theory and Organizational

EconomicsSince WWII the social sciences have used systems

analysis to examine their assertions about humanbehavior.

Systems theories of organization have two majorconceptual themes or components:

1. application of Ludwig von Bertalnanfys

2. the use of quantitative tools and technicques tounderstand complex relationships amongorganizational and environtmental variables andthereby to optimize decisions.


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EconomicsA system is any organized collection of parts

united by prescribed interactions and designed

for the accomplishment of specific goals orgeneral purposes.

Classical organization theory tends to be onedimensional and somewhat simplistic,

systems theories tend to be mutidimensionaland complex in their assumptions aboutorganizational cause-and-effect relationships.


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EconomicsNorbert Wieners model of an organization as

an adaptive systems from his bookCybernatics

steermanThe multidisciplinary study of thestructures and function of control information

processing systems in animals and machines.

The system approach is strongly cause-and-effect oriented (positivist)


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EconomicsJames D.Thompson, in his influential l967 book

Organization in Action, classifies most

organization as open systems.

Thomson


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Economics

Ronald H.Coase, The Nature of theFirm ,


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Power and Politics Organization

TheoryKanter contends that power is Americas last dirty

word. It is easier to talk about money and mucheasier to talk about sex- than it is to talk about

power.The power school rejects these assumptions about

organizations as being nave and unrealistic , andtherefore of minimal practical value. Insteadorganization are viewed as complex systems of

individuals and coalitions each having its owninterests belief,values, preferences, perspectives andperceptions.


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Theory

Structural and System School of organization

theory

RationalInstitutions Rational

Power school


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Theory 1.

Nave

,,,,


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Theory 2.

(Coalition)

maneuvering (,)

3.powerpolitics Rational Modelpower politicsClassical Model set


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TheoryPower school

,

,,


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TheoryJeffrey Pfeffer(1997) Robert Allen,LymanPorter

Management Socialization

Rationality Manage Rationality efficiency,

Rational Model


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TheoryRational Choice Model

1.

.

. . 2. 3.

set


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TheoryJohn R.P.French Jr. and Bertram Raven (1959)

(agent) French and Raven5 Reward power,

the perception of coercive power, legitimatepower, referent power and expert power


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TheoryJames March

,

Henry Mintzberg Power in andorganization (l983) (power game)influence ()


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Organizational and SenseM

akingOrganizational culture is the culture that exists in

an organization, something akin to a societalculture. It is composed of many intangiblephenomena, such as values, beliefs,assumptions, perceptions, behavioral norms,artifacts and patterns of behavior.

The organizational culture perspective rejects theassumptions of the modernstructural andsystem theories


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From the organizational culture perspective, systems of

formal rules, authority, and norms of rational

behavior do not restrain the personal preferences of

organizational members, Instead, they are controlled

by cultural norms, values, beliefs, and assumptions.

The organizational culture school has turned to

qualitative research methods such as ethnographyand participant observation.

Organizational and Sense Making


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akingA different orientation to cultures in

organizations started to appear in theorganization theory literature during the late1970, and it became a Wavein the mid-1980s. This orientatin is known as thesymbolic frame,symbolic management or

organzitional symbolism.

Bolmen and Deal(1997)identify the basic tanets of symbolicmanagement as follows:


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aking1. The meaning or the interpretation of what is

happening in organizations is more imporgant than

what actually is happening.

2. Ambiguity and uncertainty, which are prevalent in

most organizations, preclude rational problem-

solving and decision-making processes.

3. People use symbols to reduct ambiguity and to gain asense of direction when they are faced withincertainty.


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akingIn 1976 book The Social Construction ofReality

By Peter Berger and Thomas Luckmann define

Meaningsas Socially constructed realitiesAsW.I.Thomas said, If organizational culture

perspective,meaning (reality)is established byand among the people in organizations


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akingThe turning pointthe organizationalculture/symbolic management perspecive,

arrived almost overnight in the 1980s. In1982 best-seller by Thomas Peters and RobertWaterman, Jr., In Search of Excellence

Total Quality Mangement (TQM)

Reinventing Government


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akingEdgar H.Scheins book, Organizational Culture and

Leadership

(Cooperation)Meryl Reis Louis (1980)

Surprise and Sense Making What Newcomerss

Experince in Entering Unfamilliar Organizational


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akingJoan Acker Gendering Organizational

Theory

Scott CookDvora Yanow

workshop 3


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Organizational Culture ReformM

ovementsThis movement has two features:

(1)their origins in the realization that U.S.companies had lost their competitiveness inthe last three decades of the twentieth century

(2) Their commitment to increasing

organizational effectiveness, competitiveness,flexibility, and responsiveness by changingorganizational cultures


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ovementsOrigin of this movement:

concept of Q.C. by Dr.W.Edward Deming

Reform Movement concentrated :1. empowerment

2. policy, procedures, and layers of thehierarchy are eliminated.

3. Accoutability to bosses is replaced byaccountability to customers or clients.


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ovementsTQM : Demings now-famous fourteen points of

management represent its essence.(see 427-8)

Japanese mangement: Theory Z by William OuchiIn search for excellent:

the conceptby Tom Peters and Bob Waterman,there are 8 attributes of management Excellent :

1. A bias for action

2. Close to the customer


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ovements3. autonomy and entrepreneurship

4. productivity through people

5. hands-on, value driven

6. stick to the knitting

7. simple form, lean staff; and

8. simulteneous loose-tight properties


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ovementsLearning organization by Peter Senge

1. Personal Mastery

2.Mental Model

3. Shared Vision

4. Team Learning

5. System thinking


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ovementsReinventing government by David Osborne

And Ted Gaebller , they tell the ten principles

Of reinvention are1. Catalytic government

2. Community-owned government

3.Competitive government

4.Mission-driven government


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ovements5.Results-oriented government

6. Custermer-driven government

7. Enterprising government

8. Anticipatory government

9. Decentralized government

l0.Market-oriented government


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ovementsReengineering by Michael Hammer and James

champy from the book, Reengineering the

corporation (1993)


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Postmodern and the Information

AgeAlthough automatingrepresented anInformation technology revolution in the l960s

- Postmodern organizations, the mental abilityof humans in organizations to make sense

when confronted by pervasive complexity and

the role of humans and organizations insociety.


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AgeWilliam Berquists (l993)selection reprinted

here, Postmodern Thought in a Nutshell:

Where Art and Science Come Together.in many ways ,postmodernism is a fad-and at the same time about fads. Berquist

identifies and explicates four themes of postmodernism.


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Age1. Objectivism versus constuctivism

Objectivism is predeminated in the modern

era is rational, It assumes that there is an

objective reality that can be discovered.

Constructivism is a postmodern phenomenon

believe that we construct our own social

realities.


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AgeOrganizations must stay on top of new

technology and work continuously to learnhow to use it imaginatively.Janet Fulk and Gerardine chapterArticuation of

Communication Technology and Organizational

Form They utilize three perspectives in theiranalysis:


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Postmodern and the InformationAge

1. The technological perspective

2. The organizational perspective

3. The emergence perspective


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1. Classical Organization Theory

2. Neoclassical Organization Theory

3.

HumanR

esource Theory or Organizational BehaviorPerspective

4.Modern Structural Organization Theory

5. System Theory and Organizational Economics

6. Power and Politics Orgnaization Theory

7. Organizational Culture and Sense Making 8. Organizational Culture Reform Movement 9. Postmodernism and the Information Age


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.

(Social unit orcollectivity).(organzitionalproperties)


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. .

.,


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. .,

,,

. (the substantive foundation ofexplaination)

. (Institutional Theories)


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3.,,, . (social entity)

.

(relatively idetifiable boundary

) . (Specificity of perposes) . (Hirarchy of authority) . (Rules,

procedures,

controls, and technicques)

. (Formality of communication)


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(closed system)

(open system)(mechanic

organization)(organicorganization)


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. (division of labor). (departmentalization). (span of control)

. (delegation ofauthority)


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. (Differentiation)

a)vertical differentiationb)horizontal differentation

. (Integration) a) (Centralization)

b) (Formalization) c) (Mutual adjustment)d) (Standardization)


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.

Weber

.

.

.

.


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Copy of ทฤษฎีองค์การ (Organization Theory)