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ORGANIZATION DIAGNOSIS:
Understanding the Theory
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What is the core element of performance parametersWhat is the core element of performance parameters
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DIAGNOSING
IS THE PROCESS OF ASSESSING THEFUNCTIONING OF THE: ORGANIZATION, GROUPS, JOBS ORINDIVIDUALS
DISCOVERING:. THE SOURCES OF PROBLEMS. AREAS OF IMPROVEMENTS
REPRESENTS A ROAD MAP FOR DISCOVERING CURRENTFUNCTIONING
TO PROVIDE THE INFORMATION NECESSARY TO DESIGN CHANGEPLANNING AND INTERVENTION
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DIAGNOSIS
DESIGN ANDIMPLEMENTATION
OF INTERVENTION
ALTERNATIVE
INTERVENTION
IMPLEMENTATION EVALUATION
INSTITUTIONALIZATION
THE CHANGE ACTION SEQUENCE
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What is an organization?
a consciously coordinated social entity
with a relatively identifiable boundary
functions on a relatively continuousbasis
to achieve common goals
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ORGANIZAIONA! "##"$I%"N"&&
What is effectiveness? Is it different from
efficiency?
What does it mean effectiveness is a necessary
condition for survival? $an an organization die?
What are 'arameter used to e('lain organization
effectiveness?
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#O)R A**ROA$+"& O ORGANIZAION
"##"$I%"N"&&
APPROACH DEFINITION
An organization is effective to the e(tent
that it ,
WHEN USEFUL
he a''roach is 'referred
when ,
GOAL ATTAINMENT Accom'lishes its stated goals Goals are clear- time bound- and
measurable
SYSTEM It ac.uires needed resources A clear connection e(istsbetween in'uts and out'uts
STRATEGICCONSTITUENCIES
All strategic constituencies are at leastminimally satisfied
$onstituencies have 'owerfulinfluence on the organization- and
the organization must re'ond totheir demands
COMPETINGVALUES
he em'hasis of the organization in the fourma/or areas 0i,e, return on investment- mar1etshare- new2'roduct innovation- /ob security3matches constituent 'references
he organization is unclear aboutits own em'hases- or changes incriteria over time are of interest
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A FOUR MODEL OF EFFECTIVENESS VALUES
FLEXIBILITY
CONTROL
PEOPLE ORGANIZATION
Means:
Flexibility
Ends:
Stability
Ends: acquisition
Of resources
Means: Availability
Of information
Means:
Plannin
Ends: S!illed
"or! force
Ends: Productivity
and efficiency
Means:
#o$esive
"or! force
RATIONAL-
GOAL
MODEL
OPEN SYSTEM
MODEL
INTERNAL-
PROCESS MODEL
HUMAN-
RELATIONS
MODEL
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"IG+ $RI"RIA O# "##"$I%"N"&&
EFFECTIVENESS DEFINITION
#!"4I5I!I6 A5!" O A78)& W"!! O &+I#& IN "4"RNA! $ON7IION& AN77"9AN7&
A$:)I&IION O# R"&O)R$"& A5!" O IN$R"A&" "4"RNA! &)**OR AN7 "4*AN7 &IZ" O# WOR;
#OR$"*!ANNING GOA!& AR" $!"AR AN7 W"!! )N7"R&OO7
*RO7)$I%I6 AN7"##I$I"N$6
%O!)9" O# O)*) I& +IG+< RAIO O# O)*) O IN*) I& +IG+
A%AI!A5I!I6 O#
IN#OR9AION
$+ANN"!& O# $O99)NI$AION #A$I!IA" IN#OR9ING *"O*!"
A5O) +ING& +A A##"$ +"IR WOR;
&A5I!I6 &"N&" O# OR7"R- $ONIN)I6- AN7 &9OO+ #)N$IONING O#O*"RAION&
$O+"&I%" WOR; #OR$" "9*!O6""& R)&- R"&*"$- AN7 WOR; W"!! WI+ "A$+ O+"R
&;I!!"7 WOR; #OR$" "9*!O6""& +A%" +" RAINING- &I!!&- AN7 $A*A$I6 O 7O +"IR
WOR; *RO*"R!6
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$RI"RIA O# ORGANIZAION "##"$I%"N"&&
CRITERIA DEFINITION
FLEXIBILITY A5!" O A78)& W"!! O &+I#& IN "4"RNA! $ON7IION&AN7 7"9AN7&
ACQUISITION OFRESOURCES
A5!" O IN$R"A&" "4"RNA! &)**OR AN7 "4*AN7 &IZ" O#WOR; #OR$"
PLANNING GOA!& AR" $!"AR AN7 W"!! )N7"R&OO7
PRODUCTIVITY ANDEFFICIENCY
%O!)9" O# O)*) I& +IG+- RAIO O# O)*) O IN*) I&+IG+
AVAILABILITY OFINFORMATION
$+ANN"!& O# $O99)NI$AION #A$I!IA" IN#OR9ING*"O*!" A5O) +ING& +A A##"$ +"IR WOR;
STABILITY &"N&" O# OR7"R- $ONIN)I6- AN7 &9OO+ #)N$IONING O#O*"RAION&
COHESIVE WORK FORCE "9*!O6""& R)&- R"&*"$- AN7 WOR; W"!! WI+ "A$+O+"R
SKILLED WORK FORCE "9*!O6""& +A%" +" RAINING- &;I!!&- AN7 $A*A$I6 O 7O+"IR WOR; *RO*"R!6
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Effectiveness Criteria(Gross; in GIBSON, ET. AL., 1973)
Acquiring resources
Efficiency
Production of outputsProviding administrative and technicalfunctions
Invest
Establishing ethical code of conduct
Satisfying the needs of all members of theorganization
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Integrat!e C"n#e$t% n Un&er%tan&ng Organ'at"na( E))e#t!ene%%
Stratege% Mantenan#e A&a$t!ene%% Para*eter%
Organizational 2Affirmation of the mission
2O'erational ad/ustment
2$ommitment of 'eo'le
2$ontinuouse('erimentation andlearning
2#acilitative leadershi'
29ovement into newmar1ets
2Innovative alliance
2"fficiency
2"ffectiveness
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EFFECTIVENESS CRITERIA VS. TIME
Short term Middle term Long term
Maintenance: Adaptation: Survival
- Production - Investment
- Efficiency - Development
- Satisfaction
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T+e Pr"#e%% ") De!e("$ng Organ'at"na( E))e#t!ene%%
TIME
SHORT-RUN INTERMEDIATE-
RUN
LONG-RUN
INVENTINGTHE FUTURE
ADAPTATION PROCESS
Maintenance Adaptiveness
AdaptivenessMaintenance
CHANGING SITUATION
PARAMETER OF THE PROCESS
Effectiveness
Efficienc
ENVIRONMENT
O!"ani#ati$n
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T+e Meta$+"r%=
Sapu Lidi metaphor
Biological metaphor:Organization is a biological being
Organization as a system:
System is a set of interrelated and interdependentparts arranged in manner that produces a unifiedwhole within the constraint of a larger system orenvironment.
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L)e C,#(e Per%$e#t!e
Pattern of predictable stages through which organization proceeds:
1. Entrepreneurial stage Formation stage Infancy
2. Collective stage Clarification of missions Commitment to goals
3. Formalization-and-control stage Stabilization Roles are defined
4. Elaboration-of-structure stage Diversifies its product and service Growth opportunities are searched Decentralization
5. Decline stage
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Forma
tion
Growth
Maturity
Decine
!" Entre#reneuria
$ta%e&
'Am(i%uou$
%oa$
' )i%h
creati*ity
+",oecti*ity
Sta%e&
' In-orma
communicati
on an.
$tructure
' )i%h
commitment
/"Formai0ation1
an.1contro$ta%e&
' Formai0a
tion o- rue$
' Sta(e
$tructure
' Em#ha$i$ o-
2"Ea(oration1o-1
$tructure $ta%e&
' More com#e3
$tructure
' Decentrai0ation
' Di*er$i-ie.
mar4et$
5"Decine $ta%e&
' )i%h
em#oyee
turno*er
' Increa$e.
con-ict
' centrai0ation
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In#ut$ Tran$-ormationProce$$
Out#ut
Sy$tem
ENVIRONMENT
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C+ara#ter%t#% ") an O$en S,%te*=
1. Environment awareness:Interdependency with its environment
2. Feedback mechanism:Continually receive information from the environment3. Cyclical character4. Negative entropy-capability to: repair it self, maintain its
structure, import more energy to live and grow5. Steady state
Constancy of the process6. Movement toward growth and expansion7. Balance of maintenance and adaptive activities8. Equifinality:There are thousand ways to go to Rome
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Manaerial Subsystem
%oal settin
PlanninAssemblin resources
Orani&in
'm(lementin
#ontrollin
#ulture
P$iloso($y
Overall oals
%rou( oals
'ndividual
oals
%oals and )alues
Subsystem
*ec$nical
Subsystem
+no,lede
*ec$niques
Facilities
Equi(ment
Structural
Subsystem
*as!s
"or!flo,
"or!rou(sAut$ority
'nformation flo,
Procedures
-ules
Psyc$osocial
Subsystem.uman resources
Attitudes
Perce(tions
Motivation%rou( dynamics
/eaders$i(
#ommunication
'nter(ersonal
-elations
The Organization as a System
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'nformalOrani&ation
*as!
Formal
Orani&ationalArranements
'ndividual
Environment
-esources.istory
Orani&ational
%rou('ndividual
Strategy
Feedba!
I"#$t% O$t#$t%
Tra"%&'r(at)'" Pr'e%%
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ORGANIZATIONAL LEVEL OFDIAGNOSIS:
DIAGNOSING FACTORS THAT CAN AFFECT
ERFOR!ANCE
INPUT:
GENERAL ENVIRONMENT:DEGREE OF UNCERTAINTY AND RISKS
INDUSTRY STRUCTURE:SUPPLIESBUYERSTHREATS: NEW PRODUCTS, NEWCOMERSRIVALRY
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ORGANIZATIONAL LEVEL OFDIAGNOSIS """"
TRANSFORMATION PROCESSESSTRATEGY:
THE WAY ORGANIZATION USES ITS RESOURCES TO GAIN
AND SUSTAIN A COMPETITIVE ADVANTAGE
FACTORS:
MISSION: LONG-TERM PURPOSE
GOAL : EXPLICIT DIRECTIONS, PRIORITY, TARGET OF
ACHIEVEMENTPOLICIES: PROCEDURES, RULES, METHODS TO CONVERTPLAN INTO ACTION
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ORGANIZATIONAL LEVEL OFDIAGNOSIS """"
DESIGN:THE WAY AN ORGANIZATION CONVERTS
INPUT INTO OUTPUT
FACTORS:
PRODUCTION METHODWORK FLOWEQUIPMENT
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ORGANIZATIONAL LEVEL OFDIAGNOSIS """"
STRUCTURE: THE FLOW OF TASKS THAT ARE:
(1) INTERDEDENDENT; AND
(2) DIFFERENT
FACTORS:
DIVISIONINTEGRATION
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ORGANIZATIONAL LEVEL OFDIAGNOSIS """"
OUTPUTEVALUATION MECHANISM TO PARTS OR OVERALL PERFORMANCE
ORGANIZATIONAL PERFORMANCE (FINANCIAL, NON-FINANCIAL)PRODUCTIVITY (PRODUCT VS. WASTE)STAKEHOLDER SATISFACTION (MARKET SHARE, STOCK PRICE,EMPLOYEES SATISFACTION)
ALIGNMENT: STRATEGIC ORIENTATION VS. INPUT. DESIGN VS. STRATEGYHUMAN RESOURCES: PROCUREMENT, SELECTION,
DEVELOPMENT, APPRAISAL, REWARDCULTURE: BASIC ASSUMPTION, VALUES, & NORMS SHARED BYORGANIZATIONAL MEMBERS
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Organization Leel !iagno"i"
Genera
En*ironment
In.u$tryStructure
Or%ani0ation
E--ecti*ene$$
e"%"
#er-ormance6
Pro.ucti*ity6
Sta4eho.er$ati$-action
Te#hno$ogy
Strategy Str%#t%re
!eas%rementsystemHR Systems
C%$t%re
In#ut" !e"ign Co$#onent" Out#ut"
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%rou# Leel !iagno"i"
Or%ani0ation
De$i%n
Team
E--ecti*ene$$
e"%"
78L6
#er-ormance
Goa$ C$arity
Tas&Str%#t%re
Team F%n#tioning
Gro%'NormGro%'
Com'osition
In#ut" !e"ign Co$#onent" Out#ut"
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Indiidual Leel !iagno"i"
Or%ani0ation
De$i%
Grou#
De$i%n
Per$ona
haracteri$tic$
In.i*i.uaE--ecti*ene$$
e"%"
9o( $ati$-action6
Per-ormance:
A($enteei$m6
Per$onaDe*eo#ment
S&i$$ Variety
Tas&I(entity
A%tonomy
Fee()a#& a)o%tRes%$ts
Tas&Signi*#an#e
In#ut" !e"ign Co$#onent" Out#ut"
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+o) Chara#teristi#s !o(e$+O,S CAN ,E DESCRI,ED IN TER! OF FIVECHARACTERISTICS:
-. S&i$$ /ariety: /ariety o0 s&i$$s to #arry o%t the tas&s
1. Tas& i(entity: #om'$eting the 2ho$e 'ie#e o0 2or&0rom the )eginning to en(
3. Tas& signi*#an#e: 4o) has an im'ortant im'a#t onthe $i/es o0 other 'eo'$e
5. A%tonomy: in(i/i(%a$ is a$$o2e( to ma&e (e#isiona)o%t the 2ay the 2or& 2i$$ )e #arrie( o%t
6. Fee()a#&: in0ormation re#ei/e( a)o%t'er0orman#e e7e#ti/eness 0rom the 2or& itse$0
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&o' Caracteri"tic"
ModelC're *'b D)(e"%)'"%
S!ill )ariety
*as! 'dentity
*as! Sinificance
Autonomy
Feedbac!
P%y+','g)a, State%
Meaninful "or!
-es(onsibility
for Outcome
+no,ledeof -esults
'r! O$t'(e%
.i$ Motivation
.i$ 5uality of "or!
.i$ Satisfaction
/o, Absenteeism
and *urnover
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SUMMARY OF DIAGNOSTIC PROCESS
TENTATIVE PROBLEMAREAS IDENTIFIED
COLLECTDATA
MORE DATANEEDED NOW
DATA FEEDBACK
MORE DATANEEDED NOW?
PROBLEM AREASIDENTIFIED
CLIENT TARGET
MOTIVATED TO WORKON PROBLEM
NO CHANGEAT PRESENT
DIAGNOSIS, WORKON PROBLEM
CAUSES. RESULTIS CHANGE
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PERFORMANCE GAP
DESIREDPERFORMANCE
ACTUALPERFORMANCE
PERFORMANCEGAP
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TAXONOMY OF PERFORMANCE
To produce a new method, process, device, or system
from study or experimentation
To advance in existing method, process,
device, or system to a better state or quality
To locate and eliminate sources of trouble
In an existing method, process, device,
or system
To run or control the functioning of amethod, process, device, or system
To comprehend the language,
sounds, form, or symbols of an
existing method, process, device,
or system
In*ent
Im#ro*e
Trou(e$hoot
O#erate
Un.er$tan.
,han%in%
the
$y$tem
Maintainin%
the
Sy$tem
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DIAGNOSING PERFORMANCE
I$$ue
Ty#e
Le*e;$.i*i$ion o- $maer unit$& $#it into mar4et (a$e.
unit6 contro own .eci$ion
' A.hocracy&
H ?a$e. on mutua a.u$tmentH The $u##ort $ta-- %ain$ the mo$t in-uence in the or%ani0ation
H Mem(er$ are autonomou$ -or .eci$ion ma4in%6 (a$e. on theire3#erti$e
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Str5#t5re an& De%gn
CHARACTERISTICS OFSTRUCTURECOMPONENT
SIMPLESTRUCTURE MACHINEBUREAUCRACY PROFESSIONALBUREAUCRA
CY
DIVISIONALSTRUCTURE ADHOCRACY
&*"$IA!IZAION !OW +IG+ #)N$IONA!&'ecialization based on divisionof labor
+IG+ &O$IA!&'ecialization based onindividual s1ills
+IG+ #)N$IONA! +IG+ &O$IA!
#OR9A!IZAION !OW +IG+ !OW +IG+ WI+IN7I%I&ION
!OW
$"NRA!IZAION +IG+ +IG+ !OW !I9I"77"$"NRA!IZA2ION
!OW
G"N"RA!
&R)$)RA!$!A&&I#I$AION
ORGANI$ 9"$+ANI&I$ 9"$+ANI&I$ 9"$+ANI&I$ ORGANI$
"%IRON9"N &I9*!" AN776NA9I$
&I9*!" AN7 &A5!" $O9*!"4 AN7&A5!"
&I9*!" AN7&A5!"
$O9*!"4AN776NA9I$
&IZ" O#ORGANIZAION
&9A!! !ARG" !ARG" !ARG" !ARG"
he dimensions and the
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he dimensions and the
configurations togetherAdhocracy9utual ad/ustment
&u''ort staff
Great 5ritain= low on *7 anduncertainty avoidance
&im'le structure7irect su'ervision
&trategic a'e(
$hina= high on *7- low on uncertaintyavoidance
*rofessional bureaucracy
&tandardisation of s1ills
O'erating core
Germany= low on *7- high onuncertainty avoidance
#ull bureaucracy
&tandardisation of wor1'rocesses
echnostructure
#rance= high on *7- high on
uncertainty avoidance
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Pr"#e%% Orentat"n%Pr"#e%% Orentat"n%
SIMPLE STRUCTURESIMPLE STRUCTURE
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SIMPLE STRUCTURESIMPLE STRUCTURE
MACHINE BUREAUCRACYMACHINE BUREAUCRACY
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MACHINE BUREAUCRACYMACHINE BUREAUCRACY
MACHINE BUREAUCRACYMACHINE BUREAUCRACY
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MACHINE BUREAUCRACYMACHINE BUREAUCRACYAn E9a*$(e ")An E9a*$(e ")ORGANIGRAMORGANIGRAM
PROFESSIONAL BUREAUCRACYPROFESSIONAL BUREAUCRACY
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PROFESSIONAL BUREAUCRACYPROFESSIONAL BUREAUCRACY
PROFESSIONAL BUREAUCRACYPROFESSIONAL BUREAUCRACY
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PROFESSIONAL BUREAUCRACYPROFESSIONAL BUREAUCRACY
PROFESSIONAL BUREAUCRACYPROFESSIONAL BUREAUCRACY
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PROFESSIONAL BUREAUCRACYPROFESSIONAL BUREAUCRACY
DIVISIONALI6ED FORMDIVISIONALI6ED FORM
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DIVISIONALI6ED FORMDIVISIONALI6ED FORM
DIVISIONALI6ED FORMDIVISIONALI6ED FORM
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DIVISIONALI6ED FORMDIVISIONALI6ED FORM
ADHOCRACYADHOCRACY
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ADHOCRACYADHOCRACY
ADHOCRACYADHOCRACY
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CHAPTER ;< DIMENSIONS OF ORGANI6ATION
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C S O S O O G O
STRUCTURE
E $O9*!"4I6= the degree of differentiation that e(ists
within an organization 0horizontal- vertical- s'atial3
E #OR9A!IZAION= the degree to which /obs within the
organization are standardized 0high2low- verbal2written3
E $"NRA!IZAION= the degree to which decision
ma1ing is concentrated at a single 'oint in the
organization or the dis'ersion of authority to ma1edecisions within the organization 0centralized2
decentralized3
$O9*!"4I6
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$O9*!"4I6
E +ORIZONA! 7I##"R"NIAION=the degree of differentiation between units based on the orientation of members- the nature of thetas1s they 'erform- and their education and training, Include in this definition are=
F &*"$IA!IZAION
#)N$IONA! OR 7I%I&ION O# !A5OR 0/obs arebro1en down into sim'le and re'etitive tas1s3
&O$IA! 0hiring 'rofessionals who hold s1ills thatcannot be routinized3
F 7"*AR"9"NA!IZAION 0creating grou's of s'ecialistsbased on= numbers- functions- 'roduct or service- clientserved- geogra'hy- wor1 'rocess3
$O9*!"4I6
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$O9*!"4I6
E %"RI$A! 7I##"R"NIAION= the de'th in the
structure- the number of hierarchical levels
0many layers2tall- few levels2flat3 in theorganization, Include in this definition=
&*AN O# $ONRO! 0defines the number of
subordinates that a manager can
direct effectively3
$O9*!"4I6
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$O9*!"4I6
E &*AIA! 7I##"R"NIAION=
the degree to which the location of an
organization=s offices- 'lants- and 'ersonnelare dis'ersed geogra'hically
#OR9A!IZAION
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#OR9A!IZAION
E Is the degree to which /obs within the
organization are standardized, +igh
formalization means the /ob incumbent hasminimum amount of discretion over what is to be
done
E Is directed to ease coordination by creating=sim'licity- uniformity- consistency
#OR9A!IZAION "$NI:)"&
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#OR9A!IZAION "$NI:)"&
E EMPLOYEE SELECTION= to screen in the right 'eo'le and screen out theundesirable
E ROLE REQUIREMENTS= define the e('ectation on how the role incumbent issu''osed to behave
E RULES= PROCEDURES= AND POLICIES=
R5(e%= e('licit statements that tell em'loyee what sheought or ought not to do
Pr"#e&5re= a series of interrelated se.uential ste's thatem'loyee ought to follow to accom'lish her /ob tas1s
P"(#,= guidelines that set constraints on decisions thatem'loyee ma1es
E TRAINING= to instill em'loyee=s 'referred wor1 behavior and attitudeE RITUALS= develo'ed to stigmatized an em'loyee that she is loyal andcan be trusted
$"NRA!IZAION
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$"NRA!IZAION
E Is the degree to which the formal authority to ma1ediscretionary choices is concentrated in an individual-unit or level 0usually high in the organization hierarchy3-
thus 'ermitting em'loyee 0usually low in theorganization level3 minimum in'ut into her wor1E It is needed to res'ond to the need of= s'eedy actions-
detailed in'ut into decision- motivation to 'artici'ate-efficiency and effectiveness of the decision made,
E *oint to 'onder= how do you e('lain the relationshi'among $"NRA!IZAION- $O9*!"4I6- AN7#OR9A!IZAION?
7""R9INAN& O# ORGANIZAION &R)$)R"
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7""R9INAN& O# ORGANIZAION &R)$)R"
E &RA"G6
E ORGANIZAION &IZ"E "$+NO!OG6
E "N%IRON9"N
E *OW"R2$ONRO!
C+ 4< Organ'at"n Strateg,
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C+> 4< Organ'at"n Strateg,
W+at % "rgan'at"n %trateg,?
Basically it considers means and ends in structuring organization cycles.
E he determination of basic long2term goals and ob/ectivesE he ado'tion of courses of action
E he allocation of resources necessary for carrying organization goals
T@" %trateg, *"&e%=
E *lanning modes=D strategy is a 'lan or e('licit set of guidelines develo'ed in advance
D &tructured and systematic 're2set ways to achieve goalsE "volutionary mode=
D &trategy is not necessarily well2thought2out and systematicD &trategy evolves over time as a 'attern in a stream of significant decisions
Strateg# D*en%"n%
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Strateg# D*en%"n%
F"5r &*en%"n% an& t+er %tr5#t5ra( *$(#at"n%3 &trategic $hoice Argument= the
significant discretionary latitude of managers for ma1ing
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g y g g
choices
E Autonomy of decision ma1ers will affect the choice oforganization structure, he size- environment- technology- andstrategy e('lain only MJ 2 J of the variability in structure,
E Organizational effectiveness is not an o'timum 'oint of
achievement, It is the manager=s discretion in selecting the mostsatisfactory- and yet achievable- effectiveness,
E Organizations have the 'ower- e(ercised by their managers- tocontrol their hostile environment,
E *erce'tions and evaluations of events are im'ortant intervening
lin1 between environments and the actions of organizations
7ecision 7iscretion in the *ower2control 9odel=
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ec s o sc et o t e o e co t o ode
ORGANI, ME,)ANISTI,
DE,ISION DIS,RETION
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ORGANIZAIONA! 7"&IGN O*ION&
De%gnng Organ'at"n
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De%gnng Organ'at"n
E CONSTRUCTING= DEVELOPING=
CONFIGURATING= AND ESTABLISHING AN
ORGANI6ATION STRUCTURE IN ORDER TO
ENHANCE ORGANI6ATION CAPABILITIES INACHIEVING ITS GOALS>
E IT REFERS TO THE CREATION OF MEANS AND
PLANS TO FACILITATE THE ATTAINMENT OF
ORGANI6ATION GOALS
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5)R"A)$RA$6=ORGANIZAIONA!
7"&IGN O*ION
5)R"A)$RAI$ 7"&IGN= I& $+ARA$"RI&I$&
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E DIVISION OF LABOR
POSITIVE QUALITIES OF
BUREAUCRACY
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BUREAUCRACY
E CREATION OF STABILITY OVERTIME
E EMPLOYEES WILL BE GUARANTEED TO BE
TREATED FAIRLY AND OBECTIVELY
E FAVORITISM WILL BE DIMINISHED
E REDUCE UMBIGUITY= INCREASE UNIFORMITY
OR STANDARDI6ATION OF PROCEDURE
E HIERARCHY OF AUTHORITY MAKES LINE OFAUTHORITY CLEAR
NEGATIVE QUALITIES OF
BUREAUCRACY
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BUREAUCRACY
E CONFORMITY= RELIABILTY= AND PREDICTABILITY WILL LEAD TO
INFLEXIBILITY 7MERTON8
E RULES AND REGULATIONS BECOME ENDS RATHER THAN MEANS
7MERTON= SEL6NICK8
E RULES AND REGULATIONS DEFINE MINIMUM LEVELS OF PERFORMANCE>THEY ENCOURAGE APATHY TO PERFORM ABOVE MINIMUM 7GOULDNER8
E BUREAUPATHIC BEHAVIOREMERGED> DECISION MAKERS USE RULES
AND REGULATION TO PROTECT THEMSELVES FROM MAKING ERRORS>
THEY HIDE BEHIND RULES> dont blame me. I as !ust "olloing t#e rules
$THOMSON8.E EMPLOYEE ALIENATION AS A RESULT OF HIGH SPECIALI6ATION
E CONCENTRATION OF POWER IN HIGH0RANK HIERARCHY
ANOTHER SIDE OF BUREAUCRACY
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E IT WORKS An& /IT.S STILL POPULAR
E EFFECTIVE IN MANAGING LARGE SI6E
ORGANI6ATIONE NATURAL SELECTION0IN TERM OF ONLY THE
BEST WILL SURVIVE0FAVORS BUREAUCRACY
E THE PROFESSIONAL BUREAUCRACY HAS
EMERGED>
E IT IS GOOD IN MAINTAINING CONTROL=
ESPECIALLY WITHIN TURBULENT ENVIRONMENT
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A7+O$RA$6= AN ORGANI$ORGANIZAIONA! 7"&IGN
ADHOCRACY
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E AN ORGANIC TYPE OF ORGANI6ATION DESIGN>
E IS A RAPIDLY CHANGING= ADAPTIVE= USUALLY
TEMPORARY SYSTEM ORGANI6ED AROUNDPROBLEMS TO BE SOLVED BY GROUPS WITH
DIVERSE PROFESSIONAL SKILLS>
E AN EXCELLENT VEHICLE FOR RESPONDING TO
CHANGE= FACILITATING INNOVATION= AND
COORDINATING DIVERSE SPECIALISTS>
ADHOCRATIC DESIGNS
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E MATRIX
E THEORY 6
E COLLATERAL FORME NETWORK
E TASK FORCE
E COMMITTEE DESIGNE COLLEGIAL FORM
+" 9ARI4 7"&IGN
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E IS A STRUCTURAL DESIGN THAT ASSIGNS SPECIALISTS FROM SPECIFICFUNCTIONAL DEPARTMENTS TO WORK ON ONE OR MOREINTERDICIPLINARY TEAMS= WHICH ARE LED BY PROECT LEADERS,
E IT HAS A DUAL CHAIN OF COMMAND< 7-8 NORMAL VERTICALHIERARCHY WITHIN FUNCTIONAL DEPARTMENT 78 THE PROECTMANAGER
E IT HAS A DUAL FOCUS< FUNCTION AND PRODUCTE THREE CONDITIONS THAT FAVOR MATRIXCOM
E COLLATERAL FORM
E NETWORK
E COMMITTEE DESIGN
E COLLEGIAL FORM
THE NETWORK STRUCTURE
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E A SMALL CENTRAL ORGANI6ATION THAT
RELIES ON OTHER ORGANI6ATIONS TO
PERFORM MANUFACTURING=DISTRIBUTION= MARKETING= OR OTHER
CRUCIAL BUSINESS FUNCTIONS ON A
CONTRACT BASIS
E EXAMPLE< AMA6ON>COM
THE TASK FORCE STRUCTURE
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E A TEMPORARY STRUCTURE FORMED TO
ACCOMPLISH A SPECIFIC= WELL0DEFINED
AND COMPLEX TASK THAT INVOLVES ANUMBER OF ORGANI6ATIONAL SUBUNITS
E EXAMPLE< RIGHTSI6ING TASK FORCE OF
AN OIL COMPANY
THE COMMITTEE FORM STRUCTURE
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E A "9*ORAR6 &R)$)R" #OR9"7 OA$$O9*!I&+ A &*"$I#I$- W"!!27"#IN"7 AN7
$O9*!"4 A&; +A IN%O!%"&R"*R"&"NAI%"& #RO9 &)5)NI& WI+IN +"ORGANIZAION
E 6*"&= 0@3 "9*ORAR6 0A&; #OR$"3