PPT ON identify an organizational challenge facing your own public agency ( 10 SLIDES )

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Chapter 3 & 4
Controversies, Models,
Structure

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4 Controversies

  • What is the impact of

law and/or legal authority

the need for rationality and/or efficiency

psychological and social relations

politics and/or power relations

on organizations?

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Controversy 1: Law And Legal Authority (1/2)

  • How much authority & discretion is spelled out by law?
  • Can employees react to individual citizens requests?

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Law And Legal Authority (2/2)

  • Agencies & Orgs
  • must operate within the law
  • must be perceived by others as doing so

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Controversy 2 : Efficiency & Rationality

  • How much should orgs be controlled by the need to maximize productivity, efficiency?
  • Greatest output for least input
  • Scientific management (Frederick Taylor)

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Controversy 2 : Efficiency & Rationality

  • The way to achieve efficiency is by “scientifically” examining the org structure (Luther Gulick)
  • Span of control
  • Basis for assigning supervisors
  • What controls structure of organization

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Rationality

  • The quality or state of having or being based on reason
  • 2 levels: instrumental and substantive
  • Weber
  • 5 types: technical, economic, social, legal, political
  • Paul Diesing

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Controversy 3: Psychological & Social Relations

  • What focus should be on individual behavior versus group behavior?
  • Choice has an impact personnel selection policies, human resource system
  • Hawthorne Experiments
  • Motivation vs Physical Surroundings

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Psychological Approach

  • Focuses on individual behavior
  • Study of individual jobs
  • Leadership Traits
  • Management functions

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Sociological Approach

  • Focuses on group behavior
  • Importance of groups in establishing values, norms, roles, and status
  • Importance of employee morale in productivity
  • Human relations school
  • Organization Development (“OD”)

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Controversy 4: Politics and Power

  • All orgs have internal political systems
  • For Weber internal power narrowly defined by law, rules, and regulations
  • Role of politics & power often ignored
  • Role of politics increases as move from private to government orgs

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Controversy 4: Politics and Power

  • Affect internal relations & external relations w/ other orgs
  • Power relations more apt to be top down in private orgs

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Controversy 4: Politics and Power

  • Orgs have political cultures
  • Examination of political culture has led to different theories

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Pluralist Theory

  • Known as a group theory of politics
  • Groups influence politics and affect the balance of power
  • Agencies are affected by group actions
  • The influence of these groups is constantly changing

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Elitist Theory

  • Society divided into the few who have power and the many who don’t
  • The few who govern are not typical of the many who are governed

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Elitist Theory

  • Public policy reflects the values of the elite
  • Elites act out of self-serving motives

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Technocratic Theory

  • Experts make the most important political decisions
  • Technocrats use their positions to increase complexity and interdependence of society

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Technocratic Theory

  • Technocrats find it easy to interact and arrange public policy to suit their needs

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Public Choice Theory (1/2)

  • Orgs and individuals make choices in their own self- interest

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Public Choice Theory

  • Explains policy decisions as a series of choices
  • Economics is the basis for explaining and predicting decisions and actions of individuals and groups in the political world

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Professionalism

  • In what ways does professionalism affect these controversies?

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Professionalism (1/2)

  • Need for expertise in abstract knowledge
  • Autonomy in work activities and decision making
  • Identification with a profession

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Professionalism (2/2)

  • Commitment to a life’s work
  • Obligation to render service
  • Self regulation

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Bureaucratic Model

  • Hierarchy
  • Selection of personnel based on technical qualifications
  • Fixed salaries
  • Career system

Max Weber

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Participative Models

  • Team oriented
  • Problem-solving, decision-making and implementation authority given to employees
  • In TQM emphasis is on quality service, w/ ultimate determinant of quality by customer

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Participative Models

  • TQM requires management commitment to service & employee training
  • Remove barriers that rob hourly worker of his pride of workmanship

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Changing Government Image

  • Representative bureaucracy
  • Affirmative action
  • “New” public administration
  • Organizational development
  • Community participation in public agency decision making and implementation of policies

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Structure of Organizations

  • Concepts and Principles
  • Unity of Command
  • Span of Control
  • Hierarchy
  • Delimited Authority
  • Specialization
  • Centralization - Decentralization

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Departmentalization

  • Policy area or program
  • Management function
  • Client-type
  • Geography

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Types of Structures (1/3)

  • Bureaucracy
  • Participative orgs
  • TQM
  • Reinvented government a la Osborne and Gaebler

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Gortner says two models, actually many

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Type of Structures (2/3)

  • Project management
  • Adhoc org (form of project management
  • Ideal-type matrix

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Types of Organizational Structures (3/3)

  • Leaderless/“structureless”
  • Consensus, collegial decision making
  • Learning orgs
  • Embraces error
  • Takes advantage of knowledge and technology
  • Links knowledge to action

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Bureaucracy Defined by Weber (1/2)

  • Wrote in ‘20s, not translated to English until the ‘50s
  • Examined historical examples of management
  • Compared monarchies, traditional authorities such as the church, & charismatic authority to an ideal-type

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Components of Ideal-type Bureaucracy (1/3)

  • Characteristics
  • Specialization or division of labor,
  • Delimited authority of professional employees

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Components of Ideal-type Bureaucracy (2/3)

  • Characteristics of the ideal-type
  • Hierarchical
  • Rule oriented
  • Impersonal, treats clients-taxpayers, employees equally
  • One leader

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Components of Ideal-type Bureaucracy (3/3)

  • Characteristics
  • Employees chosen for their abilities
  • Hired for a career

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Participatory Structures

  • Team based (TQM)
  • Team empowered to recommend and implement improvements
  • Requires employee training in teamwork & analysis

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Participatory Structures

  • Teams are a permanent feature of the management of org
  • Differ from committees assigned from time to time to make recommendations
  • Leaderless

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Project Management

  • A permanent organization arrangement using temporary teams to carry out projects
  • Assigned and evaluated as part of the team

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Ideal Matrix Organization

  • In the ideal matrix org, teams are necessary because problems are not solved hierarchically

Baber

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Components of Ideal Matrix Organization

  • Team membership temporary
  • Teams dissolve upon completion of project
  • Members report to home dept and serve on team (2 lines of authority)
  • Support departments, e.g., personnel & accounting remain

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Ad Hoc Structures (1/3)

  • Found in change oriented orgs
  • “Permanent structural design” of constantly changing teams to solve problems,
  • “Make change happen”
  • Teams/taskforces cross organization lines

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Ad Hoc (2/3)

  • Team members chosen for abilities, not just availability
  • Team leaders not experts in field or executives
  • Members have good process skills
  • Fun to be with (according to Waterman)

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Ad hoc (3/3)

  • Clear, visible executive support
  • Steering committee of executives to support taskforces

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Learning Organizations (1/2)

  • Organizations that focus on constantly learning
  • Management committed to employee learning

Senge

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Learning Organization (2/2)

  • No specific structure: changes depend upon need
  • Self-designing, self-regulating
  • Require employees committed to the organization as much as execs committed to learning

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Complex System’s Approach

  • Organizations are complex systems
  • Universities, Homeland Security
  • Greater the specialization, both vertical and horizontal, the more complex

Perrow

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Complex System’s Approach

  • Complex systems have
  • Routine & non-routine procedures
  • Decision making exceptions & discretion
  • Nonlinear & linear links
  • Hard to understand linkages

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Normal Accidents Theory

  • Two or more component failuress interacting in a non-linear fashion
  • More likely in complex orgs w/ tight coupling
  • Require greater focus on management or organizational failures rather than technology.

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Adaptive Organizations

  • Characteristics of adaptive orgs
  • Complex w/ large number of professionals
  • Less centralized decision making
  • Fewer rules
  • Fewer levels in the hierarchy
  • Less emphasis on volume & efficiency

Hage & Aiken

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Discuss 7 in book