P&E Chapter 12 ON EXAM Formal Organizations Flashcards
Formal organizations
collectivities of people with a high degree of formality of structure, working together to meet a goal or goals
perspective on formal organizations
the rational perspective
systems perspective
interactional/interpretive perspective
critical perspective
rational perspective
considers formal organizations to be purposefully designed machines that maximize efficiency and effectiveness
systems perspective
formal organization in constant interaction with multiple environments and composed of interrelated systems
interactional/interpretive perspective
emphasizes human interaction and meaning making in creating organizations (largely ignores patterns of domination and oppression in organizations)
critical perspective
emphasizes human interaction and meaning making in creating organizations with focus on patterns of domination and oppression in organizations
burnout
the most identified hazard in both the public sector and business organizations which includes symptoms of emotional exhaustion, cynicism and inefficacy.
formal organization
a collectivity of people with a high degree of formal structure, working together to meet common goals
rational perspective on organizations
the formal organization is a goal-directed purposefully designed machine.
bureaucracy according to Weber
the most efficient form of organization for goal accomplishment
the ideal-type bureaucracy
formal rationality - rules, regulations and structures - is essential to goal accomplishment:
clear hierarchy and chain of command
clear division of labor based on specialized skills
formal rules of operation
formal and task-oriented communications
merit-based recruitment and advancement
keeping of files and records for administrative action
scientific management
the most effective organizations maximize internal efficiency, the one best way. sometimes referred to as Taylorism, was directed toward maximizing internal efficiency.
human relations theory
human relationships are central to organizational efficiency and effectiveness
management by objectives
managers should focus on the desired outcome (objectives) and create an organizational design to achieve that outcome, strategic planning is key to organizational success
decision-making theory
organizational rationality has limits. focusing on how decisions of individuals in organizations affect the organization as a whole.
hawthorne effect
the tendency of experimental participants to perform in particular ways simply because they know they are being studied.
organizational humanism
organizations can maximize efficiency and effectiveness while also promoting individual happiness and well-being
bounded rationality
limited rationality of organizational actors
satisfice
to seek satisfactory rather than perfect solutions and to discontinue the search for alternatives when a satisfactory solution is available.
systems perspective on organizations
builds on the fundamental principle that the organization is in constant interaction with its multiple environments - social, political, economic, cultural, technological - and must be able to adapt to environmental change.
political economy model
the dependence of organizations on their environments for necessary resources and and on the impact of organization-environment interactions on the internal structure and processes of the organization. political resources (legitimacy and power) and economic resources. the organization depends on the environment for political and economic resources.
learning organizational theory
the organization must be able to learn and change in a rapidly changing environment
social action model
the organization is defined by individual actors
organizational culture model
organizations are cultures with shared experiences and shared meanings
managing diversity model
organizational systems and practices should maximize the potential advantages of diversity in organizational membership
silverman’s social action model
emphasizes the active role of individual organizational actors in creating the organization
who are the principal actions
what goals are the actors trying to achieve
how are diff actors involved?
what strategies?
what are consequences of their actions?
organizational culture model
views organizations as ongoing, interactive processes of reality construction, involving many organizational actors. Made up of language, slogans, symbols, rituals, stories and ceremonies but also mundane, routine, day-to-day activities.
managing diversity model
given the trend toward greater diversity in the labor force, contemporary organizations cannot be successful unless they learn to manage diverse populations. Diversity is a permanent, not transitory, feature of contemporary life.
critical perspective on organizations
interactional/interpretive perspective about the role of human interaction and meaning making in human behavior with a central concern of a critique of existing power arrangements and a vision of change
organizations as multiple oppressions
social constructions that exclude and discriminate against some categories of people
non-hierrarchical organization
organizations should be based on non-hierarchical power, on energy that comes from egalitarian interactions of people and ideas.
burnout
prolonged response to chronic emotional and interpersonal dimensions of exhaustion, cynicism and inefficacy.
six dimensions of work life to be associated with burnout
workload, control, reward, community, fairness, values
emotional labor
the engagement, suppression, or evocation of the worker’s emotions necessary to get the job done
privitization
shifting the administration of programs back to private organizations.
hybrid organization
organizations that combine political advocacy and service provision in their core identity.
social entrepreneurial organizations
formed by social entrepreneur who recognizes a social problem and uses ideas from business entrepreneurs to organize, create and manage new venture to bring about social change related to that problem.
