Organization Theory: Modern, Symbolic, And Postmodern Perspectives

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It is possible to find the utilization of hierarchical subordination in all bureaucratic structures. This means that higher-level offices supervise lower-level offices. Norms: “are expressions of values” (Hatch and Cunliffe, 2006). They indicate how individuals in a culture should behave and act - what actions of behavior will receive a reward or not. Throughout history organizations have always used several codes in their communication, but they have always had a primary codification. Andersen calls this type of organization a homophonic organization. [42] The homophonic organization is no longer exercised in today's society. According to Andersen, today we have polyphonic organizations. A rational organization system has two significant parts: (1) specificity of goals and (2) formalization. Goal specification provides guidelines for specific tasks to be completed along with a regulated way for resources to be allocated. Formalization is a way to standardize organizational behavior. As a result, there will be stable expectations, which create the rational organizational system. [31] [32] Legal, Political and Economic: These sectors are grouped together as they influence one another. For example, trade restrictions on businesses are both a political and economic issue.

The hierarchical nature of bureaucracies allows employees to demonstrate achieved social status. [14] When an officeholder is elected instead of appointed, that person is no longer a purely bureaucratic figure. He derives his power "from below" instead of "from above." When a high-ranking officer selects officials, they are more likely to be chosen for reasons related to the benefit of the superior than the competency of the new hire. When high-skilled employees are necessary for the bureaucracy and public opinion shapes decision-making, competent officers are more likely to be selected. [14] Although this theory of modernization seemed to pride itself on only the benefits, countries in the Middle East saw this movement in a different light. Middle Eastern countries believed that the media coverage of modernization implied that the more "traditional" societies have not "risen to a higher level of technological development." [39] [38] :6 Consequently, they believed a movement that benefits those who have the monetary resources to modernize technological development would discriminate against the minorities and poor masses. [39] [38] :6 Thus, they were reluctant to modernize because of the economic gap it would create between the rich and the poor. [ citation needed] When there is high task analyzability and low task variability, routine technology is apparent. This usually involves long linked technology. For example, administrative work. Environmental uncertainty is calculated by the amount of complexity (the range and amount of elements in the environment and rate of change (the speed at which these elements changes). For example, if there is a low rate of change, and low amount of complexity, then the environment is seen to have a low amount of uncertainty. IT (information technology) and managerial control have direct link - by reporting information, processing and counting that makes people think about nothing more than quality.When there is high task variability and high task analyzability engineering technology is apparent. There are many exceptions to procedures, but there are also solutions for these. The International Environment: This includes all the organizations that operate in more than one country. Social influences: this can be seen when organizations want to look or behave like others. This occurs through mimetic pressures. Unit and Continuous Technologies do well with organic structures because they are composed of non-routine tasks (i.e. they produce different products for specific tastes). Human Resource Area: Organization theory is evident in the recruitment, selection and training procedures of the organization.

Defined the duties of a chief executive as: Planning, organizing, staffing, directing, coordinating, reporting and budgeting. Equivocality: This is a term used to describe that an organization acts in different contradictory ways, so that different groups are targeted (they appeal to different groups in the environment), and those groups believe the organization to be a certain way. Therefore, this can lead to ambiguity. Dominating: this is when a subculture is adopted by management and therefore becomes the main culture or corporate culture (corporate subculture). Task orientation is more common in production areas as there are specific targets that need to be met, whereas relationship orientation is more common in sales departments where customer relationships need to be strong.With this said, the characteristics of Weber's theory have to all be perfect for a bureaucracy to function at its highest potential. "Think of the concept as a bureau or desk with drawers in it, which seems to call out to you, demanding that everything must fit in its place." [27] If one object in the drawer does not fit properly, the entire drawer becomes untidy, which is exactly the case in Weber's theory; if one characteristic is not fulfilled the rest of them are unable to work in unison, leaving the organization performing below its full potential. Feminist Organizations: it has been claimed that bureaucracies favor men, as individual performance is evaluated against formal criteria which favors the male gender. The contingency theory views organization design as "a constrained optimization problem," meaning that an organization must try to maximize performance by minimizing the effects of varying environmental and internal constraints. [43] Contingency theory claims there is no best way to organize a corporation, to lead a company, or to make decisions. An organizational, leadership, or decision making style that is effective in some situations, may not be successful in other situations. The optimal organization, leadership, or decision making style depends upon various internal and external constraints (factors). [44] Factors [ edit ]