Organisational Theory 1
-
Upload
shriram-deshpande -
Category
Documents
-
view
217 -
download
0
Transcript of Organisational Theory 1
-
8/8/2019 Organisational Theory 1
1/30
ORGANISATIONAL
THEORY,
STRUCTURE AND DESIGN.
-
8/8/2019 Organisational Theory 1
2/30
CONCEPT OF ORGANISATION
Organization is
A consciously coordinated social entity
With a relatively identifiable boundary
That functions on a relatively continuous basis
To achieve a common goal or set of goals
-
8/8/2019 Organisational Theory 1
3/30
V ALUE CREATION
A THREE STAGE P ROCESS
Inputs Conversion Outputs
-
8/8/2019 Organisational Theory 1
4/30
ORGANISATION THEORY
Organization Theory has two aims:
- Understand how organization operates
- To develop conceptual tools to influence
organizational situations in which you will findyourself.
-
8/8/2019 Organisational Theory 1
5/30
-
8/8/2019 Organisational Theory 1
6/30
TAYLORS SCIENTIFICMANAGEMENT: KEY CONCEPTS
Scientific Task Planning.
Time and Motion Studies.
Standardization.
Differential Piece Rate System.
Functional Foremanship.
-
8/8/2019 Organisational Theory 1
7/30
WEBERS BUREAUCRATIC THEORY:ELEMENTS
Hierarchy.
Division of Work.
Records.
Impersonal Relationship.
Administrative Class.
-
8/8/2019 Organisational Theory 1
8/30
FAYOLS ADMINISTRATI V ETHEORY:PRINCIPLES
Division of Work. Authority and Responsibility.Discipline.Unity of Command.Subordination of Individual Interest.Remuneration.Order.Centralization.
Scalar Chain.Equity.Stability of Tenure.Initiative.Esprit de corps.
-
8/8/2019 Organisational Theory 1
9/30
HUMAN RELATIONS THEORY: IDEAS
Individual.
Work Group.
Work Environment.
Leader.
-
8/8/2019 Organisational Theory 1
10/30
-
8/8/2019 Organisational Theory 1
11/30
ORGANIZATIONAL STRUCTURE:CONCEPT
The organizational structure is designed to preventchaos through an orderly set of reportingrelationships and communication.
Organizational Structure, according to John Child,consists mainly of four elements:
1. The assignment of tasks and responsibilities.2. The clustering of positions.3. V arious mechanisms to facilitate vertical
coordination.4. V arious mechanisms to foster horizontal
coordination.
-
8/8/2019 Organisational Theory 1
12/30
ORGANIZATIONAL CHART
ManagingDirector
GeneralManager R &
D Division
Chief Scientist, New
Materials
MaterialScientist
-
8/8/2019 Organisational Theory 1
13/30
TYPES OF DEPARTMENTALIZATION
Departmentalization
Functional Divisional Hybrid Matrix
-
8/8/2019 Organisational Theory 1
14/30
MANAGING COMPLEX STRUCTURES
ManagingComplex
Structures
V erticalCoordination.
HorizontalCoordination.
-
8/8/2019 Organisational Theory 1
15/30
METHODS OF V ERTICALCOORDINATION
Formalization.
Span of Management.
Centralization and Decentralization
Delegation of Authority.
-
8/8/2019 Organisational Theory 1
16/30
METHODS OF HORIZONTALCOORDINATION
Lateral Relations.Direct
ContactLiaisonRoles
Task Forceand Teams
IntegratingManager
Information System.
-
8/8/2019 Organisational Theory 1
17/30
SYSTEMS APPROACH TOORGANIZATION
Nature of System
Katz and Kahn have described the following
characteristics of a system:
Input-throughput-output mechanism.
Delineation by boundary.
Purposes and goals.
-
8/8/2019 Organisational Theory 1
18/30
SYSTEMS V OCABULARY
System.
Sub-System.
Synergy.
Open and Closed System.
System Boundary.
Flow.
Feedback
-
8/8/2019 Organisational Theory 1
19/30
ORGANIZATIONAL DESIGN: ANINTRODUCTION
The outcome of the process of developing anorganizational structure is an organizationaldesign.
An organizational design is how anorganizational structure looks like.
The process of constructing and adjusting anorganizations structure to achieve its goalsresults into formation of an organizationaldesign.
-
8/8/2019 Organisational Theory 1
20/30
FACTORS INFLUENCINGORGANIZATIONAL DESIGN
Technology.
The Organizations Size.
Organizational Goals.
Environment.
-
8/8/2019 Organisational Theory 1
21/30
PROBLEMS IN ORGANIZATIONALDESIGN
Differentiation.
Integration.
Balancing centralization and decentralization.
Balancing standardization and mutualadjustment.
Formalization vs. Socialization.
-
8/8/2019 Organisational Theory 1
22/30
ORGANIZATIOANL DESIGN ANDFLEXIBILITY
FORCES FOR CHANGE IN ORGANIZATION
ExternalTechnologicalChange.GlobalizationSocial & PoliticalChange.
WorkforceDiversity.Managing EthicalBehavior.
InternalChanges inManagerialPersonnel.DecliningEffectiveness.
Changes in WorkClimate.Crisis.EmployeeExpectations.
-
8/8/2019 Organisational Theory 1
23/30
FLEXIBILITY MODEL: B UILDINGBLOCKS .
Managerial Capabilities.
Organizational Design.
Changing Competitive Forces.
-
8/8/2019 Organisational Theory 1
24/30
EN V IRONMENTAL AND RESOURCECONTEXT IN ORGANIZATION: SPECIFIC
EN V IRONMENT
ORGANIZATION
Customers
Suppliers
CompetitorsDealers
Unions
-
8/8/2019 Organisational Theory 1
25/30
GENERAL EN V IRONMENT
ORGANIZATION
Economic
Techno-Logical
Legal &Regulato
ry
NaturalFactorsPolitical
Socio-Cultur
al
Inter-National
-
8/8/2019 Organisational Theory 1
26/30
SOURCES OF UNCERTAINTY
Environmental Complexity.
Environmental Dynamism.
Environmental Richness.
-
8/8/2019 Organisational Theory 1
27/30
ORGANIZATIONAL LIFE CYCLE
Start-upStage
GrowthStage
MaturityStage
DeclineStage
-
8/8/2019 Organisational Theory 1
28/30
V IRTUAL ORGANIZATION
V O is viewed as an organization consisting of independent partners, who try to combine theirstrengths, skills, resources, risks and finances in
order to produce ideas or products.
Members of the V O are often geographicallydispersed and communicate with the help of
information technology.
-
8/8/2019 Organisational Theory 1
29/30
CHARACTERISTICS OF A V IRTUALORGANIZATION
Represents structures that are motivated byspecific market opportunities.
Each partner contributes a world class corecompetence.
IT an important element.
Creates a network of interdependentrelationships.
-
8/8/2019 Organisational Theory 1
30/30
V IRTUAL ORGANIZATIONS MODELS
Co-alliance model.
Star alliance model.