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TABLE OF CONTENTS
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CHAPTER OBJECTIVE
The purpose of this chapter is to explore the nature of organization and the need for its
existence.
To explore how organization theory can help people manage complex organizations.
1.1. ORGANIZATION
According to Oliver Sheldon, "Organization is the process of combining the work which
individuals or groups have to perform with the facilities necessary for its executing, that
the duties so performed provide the best channelsfor the efficient, systematic, positive and,
coordinated application of the available effort".
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1.1.2. Characteristics or functions of Organization
1) Division of Labor: For effective performance of the work, the total work may be
divided into many parts and one person or a group of persons is made responsible for
completing a specific part of the work. This kind of assigning a part of the work is
called division of labor. It facilitates specialization, which improves organizational
efficiency.
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Failure to establish such relationship may result in different persons (or departments)
pursuing different paths, thus making it difficult for the enterprise to achieve its goals.
3) Social System: An organization is a social system. Its activities are governed by social
and psychological laws. People working in an organization are influenced in their
actions and behaviors by their social and psychological needs.
All parts of the organizational system are 'inter-dependent. Each part influences and
is influenced by any other part and also in turn by the system as a whole.
There are two aspects of an organizational social system-the formal or official,
and the informal or unofficial. The organization social system is dynamic, in
the sense that inter-personal and group relationships within it keep on changing,
and are not static.
4) Objectives: Any organization structure is bound together by, the pursuit of specific
and well-define objectives. In fact, just as objectives cannot be accomplished
without an organization, similarly all organization cannot exist for long without
objectives and goals. Thus, one is incomplete without other.
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1.1.3. The Role of Organization Theory and Design
What topics are relevant to organization theory and design? How does a course in
management or organizational behavior differ from a course in organization theory? To answer
these questions lets examine the value a person gains through the study of organization.
The Value of Organization Theory
For people who are or will be managers, organization theory provides significant insight and
understanding to help them be better managers in a rapidly changing world. For example, one of the
greatest threats to organization today is the inability of management to adapt to the speed and chaos
of technological change. Although companies have made massive investments in technology, they
are only beginning to implement the organizational and management changes needed to make
technology and the internet competitive weapons. Understanding organization theory and design can
help managers make necessary changes by helping them see and understand how technology
interacts with other elements of the organization and its environment. As in the case of IBM, many
managers learn organization theory by trial and error. At IBM, managers did not initially understand
the situation they were in or the contingencies to which they should respond.
In a very real sense, organization theory can make managers more competent and more
influential by giving them an understanding of how organizations work. The study of organizations
helps people see and understand things other people cannot see and understand. Organization
theory provides ideas, concepts, and ways of thinking and interpreting that help managers
effectively guide their organizations. When the old approaches are no longer working, organization
theory helps managers understand why and develop new approaches to meet changing conditions.
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i) Functional Specialization: The most well known form of specialization is
through functional specialization in which jobs are broken-down into simple and
repetitive tasks. Also known as division of labor, functional specialization creates
high substitutability among employees and facilitates their easy replacement by
management.
ii) Social Specialization: If individuals are specialized, rather than their
work, is called, social specialization. It is achieved by hiring professionals who
hold skills that cannot be readily routinized The work typically done by civil
engineers, nuclear physicists, and registered nurses is specialized, but the activities
they perform vary by situation.
An increase in either form of specialization results in increased complexity within
the organization because an increase in specialization requires more
sophisticated and expensive methods for coordination and control.
When people cooperate to produce goods and services, certain problems arise. As they
learn what to do and how to work with others to perform a task effectively, people
jointly have to decide who will do which tasks (the division of labor), who-will get
paid what amounts, and how to decide if each worker is doing his or her share of the
work.
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5) To Exert Power and Control: Power is defined as the capacity to influence. The
capacity may be evoked in the influence process or may remain dormant. It is not
necessary that a supervisor keeps wielding his power on the shop-floor or that a
Managing Director keeps issuing directives every day. The influence process may
turn-out to be unsuccessful of successful in varying degrees or in different ways.
Successful influence is called control. Control could be full or partial, depending on
the extent to which the influence attempts are successful. Control may be of two types
- behavior control and fate control, i.e., control over means and end respectively.
Organization can exert great pressure on individuals to conform to task and
production requirements in order to increase production efficiency.
Taken together, these five factors help to explain why often more value can be
created when people work together, coordinating their actions in an organized setting,
then they work alone. Over time, the stability created by an organization provides a
setting in which the organization and its members can increase their skills and
capabilities, and the ability of the organization to create value increases by leaps and
bounds.
The emergence of organizations is directly related to the growing demands of the society.
With the opening-up of the economy in India in 1990's there has been an influx of numerous
multinational organizations in consumer durables, FMCG and service sectors. Also, Indian
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entrepreneurs have set-up organizations in response to the ever growing and multiplying needs
in the country. Thus, financial service sector grew by leaps and bounds in mid 80's and early
90's and so did the information technology related companies and consultancy firms. The
Non-Profit Organizations (NPOs) in health, education, and environment have also grown and
will continue to grow at a fast pace.
Society places its valuable, scarce resources at the disposal of the organizations and
therefore it is legitimate on its part to expect that the resources will be efficiently utilized and
that value-added products and services will be made available to the consumers. If the
organization fails to provide output of acceptable standard to consumers, it will no
longer be in a position to acquire resources from the society and will cease to exist.
Value creation takes Creation of Value place at three stages - input, conversion, and
output. Each stage is affected by the environment in which the organization operates.
Inputs include human resources, information and knowledge, raw materials, and money
and capital. The way an organization chooses and obtains from its environment the inputs
it needs to produce goods and services determines how much value the organization
creates at the input stage.
The way the organization uses human resources and technology to transform inputs into
outputs determines how much value is created at the conversion stage. The amount of
value the organization creates is a function of quality of its skills, including its ability
to learn from, and respond to the environment. The result of the conversion process is
an output of finished goods and services that the organization releases to its environment,
where they are purchased and used by customers to satisfy their needs. The organization
uses the money earned from the sale of its output to obtain new supplies of inputs, and
the cycle begins and repeats again. An organization that continues to satisfy people's
need will be able to obtain increasing amounts of resources over-time and will be able to
create more and more value as it adds to its stock of skills and capabilities.
A value creation model can be used to describe the activities of most of the
organizations. Manufacturing companies, such as General Motors and IBM, take from the
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environment component parts, skilled or semi-skilled labor, and technical knowledge,
and at the conversion stage they create value by using their manufacturing skills to
organise and assemble those inputs into outputs such as cars and computers. Service
organizations, such as Mcfronald's, A m a z o n . c o m , the Salvation Army, interact
directly with customers or clients, w ho are the inputs to their operations.
Hungry people who go to McDonald's for a meal, needy families who go to the Salvation
Army for assistance, and sick people who go to the doctor for the cure are all inputs, In the
stage, service organizations create value by applying their skills to yield an output -
satisfied hunger, took care of the family, a cured patient. A simplified model of how
McDonald's creates value is shown in figure 1.1:
McDonalds Inputs: McDonalds conversion process:
Obtained from its Environment Transforms inputs and add values to them
1) Raw materials (Ground beef, 1) Machinery (Grills, toasters, milk,
sandwich buns, potatoes, milk shake machines);
shake mix, etc.); 2) Computers (Computerized cash
2) Human Resources (Cooks, clean- registers, ordering systems,
up crew, order takers, managers); inventory tracking);
3) Information and Knowledge 3) Human skills and abilities
(Training, knowledge of fast-food (personnel trained in sandwich
industry); preparation, ordering, potato
4) Money and capital (Shareholders frying, overseeing the whole
investment); operation);
5) customers
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1.1.7. Importance of Organization
Importance of a good organization is explained below:
,
1) Increases the Efficiency of Management: There is the maximum utilization of
workers' ability and productive capacity of the material resources under good
organization. Good organization avoids confusion, delay sand duplication of work.
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8) Consolidates Growth and Expansion: Organizing practices have encouraged the
business enterprises to expand their size to an ever-increasing level. With hundreds of
employees and extensive ramifications of operations ,giant enterprises are the direct
outcome of the organizing function of management. .
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Features of Classical Theory
Features of classical theory are as follows:
1) The essential character of this theory is centralization. In centralization the authority
and
control rests with the top management.
2) It is based on formal organization structure.
3) It lays special emphasis on error, its detection and rectification thereof.
4) Employees are considered to be economic men who can be motivated only through
economic reward.
5) Managers are supposed to deal with workers firmly within the system.
6) Organization has been considered as machine and workers as components of it. To
improve
the system only internal factors are considered. External factors are completely ignored.
7) Interests of workers and the organizations are considered to be the same, i.e., increasing
productivity.
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3) Unintended Consequences: Classical approaches aim at achieving high productivity,
at making behaviors predictable, and at achieving fairness among workers and between
managers and workers; yet they fail to recognize that several unintended consequences
can occur in practice. For example, a heavy emphasis on rules and regulations may
cause people to obey rules blindly without remembering their original intent.
Oftentimes, since rules establish a minimum level of performance expected of
employees, a minimum level is all they achieve. Perhaps much more could be achieved if
the rules were not so explicit.
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2) Decentralisation: This theory advocated decentralisation in organizational
structure. The classical theory advocated departmentation based on specialization.
On the other hand, neo-classical theory advocated decentralisation which is
closely related to that structure as wide span of control will result more
in horizontal increase in people.
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productive is not true. In an organization there are sharp conflicts among
various interested groups in the group that are structural in nature and not mere
psychological. This aspect was not adequately dealt with by the neo-classical
theorists.
4) Too much Emphasis on Human Factors: This theory has laid too much emphasis
on human aspect as the classical theory had on the structural aspect. It has ignored other
aspects such as formal structure, discipline, etc.
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1.2.2.3. Contingency Organization Theory
Since both classical school and human relations school could not provide a better solution
to all situation, there emerged a contingency approach to organizational theory. The
authorities who are associated with contingency approach are P.R. Lawrence, J.W. Lorsch
and Woodward. The contingency school of management can be summarised as an "it all
depends" approach. It recognises that there is no one best way to manage. In the
contingency perspective, managers are faced with the task of determining which
managerial approach is likely to be most effective in a given situation. As these
situations vary, different structures turn out to be most effective. In other words the
optimal organizational structure is contingent, depending on certain contextual factors.
Therefore, this approach is labelled as contingency approach to organizational theory.
Thus, contingency thinking avoids the classical "one best way" arguments and
recognises the need to understand situational differences and respond appropriately to
them. It does not apply certain management principles to any situation.
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functioning of the system. A system has a boundary which maintains proper relationship
between the system and its environment.
Systems are broadly classified into two types known as open systems and closed
systems. An open system always interacts with environment whereas a closed system has
no interaction with the environment. All living systems are open systems and all non-living
systems are closed systems. An organization is an open system as it continuously interacts
'with its environment. The interaction of the organization with the environment can be
well understood by input and output model. Inputs are information, energy and materials
which the organization takes from the environment. It transforms supplies into output with
the help of men and machines and gives it environment .reaction of environment to the
outputs is called feedback mechanism with which the organization can evaluate and correct
itself. So in systems approach organizations make use of input-output analysis.
Structure is how something is held together via the relationships between its parts. It
is perhaps the most important concept in organizational theory. Structure is the basis of
every large administration and the structural approach tends to concentrate on top-down
delegation of authority. Almost all the well-known theories in organizational science
(such as Max Weber's bureaucratic model) are examples of the structural approach,
which usually justifies hierarchical arrangements or at least a way to pull them into
becoming more efficient or human. A structural approach is not limited to large
organizations but can be used to describe systems of all kinds. It is systems theory which
sees structure as not so much an anatomical thing, but the patterned, purposive ways people
act inside organizations, or in other words, with structure being the same as the functions
people carryout. In an approach known as structural-functionalism, the functions always
constitute the structure.
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skills are allocated to tasks; establishes how information will be channeled; and affects
the efficiency and sentiment with which individuals perform. The way organizations have
been viewed historically is that th ey are social structure or architectural forms that are
characterized by tasks, specialization, hierarchy, power, and endurance. Current
organizational theory, however, has focused on other attributes such as culture and social
learning. The practitioners draw upon traditional and current theory to help understand how
to best organise people to realise strategies.
The study of change is grounded in the forerunners of organization theory that provided
a platform for the development of change in the context of organizations and for a
better understanding of change outcomes. These theories include scientific management,
the Hawthorne studies, IIO psychology, socio-technical theory, and organizational
development, all of which provided the basis for understanding organizational change and
its theoretical domains. It was during this period that interest in the value of change
as an influential set of concepts and techniques was more widely acknowledged.
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1.3.1. Meaning and Definition of Organizational Effectiveness
Organizational effectiveness is the extent to which an organization achieves its goals with
the given resources and means. An organization is said to be effective if it is able to
achieve its goals. The goals must be achieved within the constraints of limited resources as
none of the resources provided by an organization's environment are really unlimited.
The level of output an organization achieves with its limited resources determines its
efficiency, and the extent to which it is successful in doing what it set out to do determine
its effectiveness.
For example, a company sets an objective to achieve a return on investment of 10 per cent
next year. After the year is over, it measures and finds that it has achieved 10 per cent or
more return on investment. It can be said that 'the company is effective' or 'the company
has achieved effectiveness'. If the company is only able to achieve 9 per cent or lesser
return on investment, it denotes that the company is ineffective. Of course, no
organization would reach a conclusion regarding its effectiveness on the basis of just one
or a few measures. There will be a range of measures based on multiple objectives that
organizations set for themselves. Measuring organizational effectiveness can be an inexact
science, since each individual entity will have a different list of criteria and priorities to
weight and consider through self-assessment. Understanding a company's level of
organizational effectiveness is important for several reasons - it serves as a check-in to
see how well internal procedures are meeting an initial vision, it provides investors,
donors, or employees with an idea of the company's strengths, and it highlights areas of
ineffectiveness that can be the focus of improvements.
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According to Price, "Organizational effectiveness is the degree of achievement of multiple
goals".
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products, or processes. Thus, innovation is an important indicator of organizational
effectiveness.
4) Absence: Absence rates, when aggregated to organizational level, can tell the
researcher something about the effectiveness of the organization in retaining a certain
level of staff resource over time. Clearly, if staff is absent from work, they are unable
to contribute to the performance of the organization, making absence.
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- Clearly identifiable
- Consensual
- Measurable
- Time-bound
2. System Approach
Here end goals are not ignored; but they are only one element in a more complex set of
criteria.
Systems models emphasize criteria that will increase the long term survival of the
organization such as
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Its ability to acquire resources, maintain itself internally as a social organism & interact
successfully with its external environment.
So, this approach focuses not so much on specific ends as on the means needed for the
achievement of those ends.
Assumptions
Organizations are made up of interrelated subparts.
If any one of these subparts performs poorly, it will negatively affect the performance of the
whole system.
Effectiveness requires awareness & successful interactions with environmental
constituencies.
Mgmt has to maintain good relations
Raw materials must be secured, vacancies created by employee resignations and retirements
must be filled, declining product lines must be replaced
Changes in the economy & the tastes of customers or clients need to be anticipated and
reacted.
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Systems Approach uses means goals
The approach that is more meaningful and which is easy to quantify should be used
Value to Managers
Managers using systems approach are less prone to look for immediate results
Less likely to make decisions
This approach increases the Managers awareness of the interdependency of organizational
activities
A final plus for the systems approach is its applicability where end goals either are very
vague or cannot be quantified.
3.Strategic-Constituencies Approach
An effective organization is one that satisfies the demands of those constituencies in its
environment from whom it requires support for its continued existence.
It seeks to appease only those in the environment who can threaten the organization's
survival.
For eg. Private universities and public universities
Assumptions
Organization should give importance to constituency then it can take this approach.
Each constituency has a unique set of values, so it is unlikely that they are preference will be
in agreement.
How can manager apply this
Asking members to identify the constituents
Evaluate the list
-How dependent on it our organization is?
-Does it have considerable power over us?
-Are there alternatives?
Identifying the expectations
-What do they want of it?
Problems
Distinguishing strategic constituencies from larger environment is not easy to practice
Identifying the expectations that the strategic constituencies hold for the organization
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Value to managers
It is important for manager to understand just who it is that survival is contingent
upon
Manager might ignore or upset a group whose power could significantly hinder the
organizations operations
Criteria
Return on investment
Market share
New product innovation
Job security
Assumptions
No best criterion for evaluating an organization effectiveness.
There cannot be one single goal that everyone can agree upon.
The concept of OE is subjective.
Values to manager
By reducing a large number of effectiveness criteria, this can guide the manager in
identifying the appropriateness of different criteria to different constituencies and in different
life cycle stages.
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1.3.6.Approaches to measuring organizational effectiveness
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1.External resource approach
A method managers use to evaluate how effectively an organization manages and
controls Its external environment
Suppliers
Customers
Competitors
government
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