Historical origins

• industrial revolution
• scientism
• militarism

Commonalities

• machine as metaphor
• division of labor
• hierarchy
• rules
• efficiency

Compelling or not?

Fordism and Taylorism

• careful selection of workers
• training via scientific method
• equal division of work between management and workers
• discovering the scientific method for a job
• there is one best way
• communication is vertical

Fayol

14 principles of management including:

• division of work
• unity of command and direction
• renumeration
• equity
• …

Fordism and Taylorism

Bureaucracy (Weber)

• authority: charismatic (personal), traditional (customs), bureaucratic (rational-legal).
• characterized by formality, chain of command, division of labor, task specialization, and merit.

“Nicer” attributes?

• Fayol: fair rewards for hard work
• Fayol: supervisors work hard to create positive environment
• Bureaucracy: personnel selected on qualifications and advocated equal treatment of all employees.
• Bureaucracy: employment as a career; tenure protecting against unfair or arbitrary dismissal.

egs of this today?

Mnemonics?

Historical origins

• the Great Depression and labor unions
• World War II: academics, researchers, and military talk
• new ways of understanding human behavior

Commonalities

• employee motivation
• foster cooperation & empower workers
• people in groups and seen as resources
• people are not entirely rational

Compelling or not?

Mary Parker Follett

• holistic
• humane
• conflict resolution

Hawthorne study

McGregor

Theory X

employees are work hating and responsibility shirking Theory Y

employees are autonomous, responsible, self-directed, and innovative participants

Which do you think is true?

Likert

Individuals are members of overlapping groups in an organization (linking pins).

Likert types

1. exploitative/authoritative (theory X)
2. benevolent/authoritative (some trust/care for employees)
3. consultative (management seeks input)
4. participative (distributed information flow and decisions)

Which is NEU?

Mnemonics?

Historical origins

• influence of anthropology and sociology
• cybernetic and biological systems

Commonalities

• relation of structure, technology, and people
• relation between org design, employee motivation, values, and communication
• adaptive/dynamic

Compelling or not?

Contingency theory

1. There is no best way to organize.
2. All ways of organizing are not equally effective.

The system metaphor

1. The whole is greater than the sum of its parts.
2. The organization is a set of relationships that exist among interdependent people/groups.
3. Feedback loops of information/communication exist in relationships.
4. Organizations work within environments (which must be scanned).
5. Goals are negotiated and varied.

New systems

• autopoiesis: interdependent maintenance of itself within environ
• dissipative structures: creative destruction; recreation with adaptation
• self-organizing and -renewing

Learning organizations

1. systems thinking: holism and interdependence
2. personal mastery: members share a commitment to learning and self-reflection.
3. flexible mental models: emerges from self-reflection.
4. shared vision: hierarchical control is replaced by “concertive control”; members act in concert because they share a vision
5. team learning: dialogue is used so that the team is led to intelligent decisions.

Culture

Theory Z (Ouchi)

Type A (American): short-term employment, individualism, rapid promotion, formal control, specialized career paths, segmented concerns

Type J (Japanese): lifetime employment, consensual decision-making, collective responsibility, slow advancement, informal control, generalized careers, holistic concerns

Theory Z: advocating success of Japanese style (1980s) to America

Excellence (Peters)

Case studies provide themes such as:

• a bias for action
• hands-on, value-driven
• simple form, lean staff

Culture (Deal & Kennedy)

• business environment (cell phone)
• values (design)
• heroes (Steve Jobs & Jonathan Ive)
• rites and rituals (MacWorld announcements)
• cultural network (storytellers, gossipers, whisperers, spies, priests, )

Org Culture (Schein)

• artifacts, values, assumptions
• leaderships affect on culture

Sensemaking (Weick)

1. enactment: organizational members create their environments through their actions and patterns of attention.
2. selection drawing focus to those things considered important.
3. retention facilitates remembering developed interpretations for future use.

Mnemonics?

Commonalities

• A focus on power and domination.
• Power can be ideological
• Challenges hierarchy, bureaucracy and control

Problems to address

• Glass ceiling (no women on Twitter’s board)
• Pay gap (resume studies)
• “Evil”/rogue orgs

Summary