I/O PSY Organizational Design, Job Analysis & Evaluation

Classical Organization Theory

What theory focuses on Formal Structure

Classical Orgnization Theory

What theory assumes that organizations are machines that can be designed and managed for efficiency

Classical Ogranization Theory

What org theory implies for managers that they should focus on designing and implementing efficient and effective organizational structure

Neo-classical org theory

which theory focus on human element

neo-classical org theory

which theory assumes that organizations are made up of people who have needs and motivations

neo-classical org theory

which theory implies the management that managers should focus on creating a work environment that motivates and satisfies employees

modern org theory

which org theory focus on holistic view

modern org theory

which org theory assumes that organizations are open systems that interact with their environment

modern org theory

which org theory implies that managers should focus on adapting the organization to its environment and ensuring that it is flexible and adaptable

contingency theory

whcih theory focus on appropriateness

contingency theory

which theory assumes that there is no best way to organize an organization, the best way to organiza depends on the specific circumstances

contingency theory

which org theory implies that managers should carefully consider the specific circumstances of their organization when making decisions about organizational structure and design

motivation theory

this theory focus on factors that motivates people

motivation theory

this theory assumes that people are motivated by different things

motivation theory

this org theory implies that managers should understand what motivates their employees and create a work environment that satisfies their needs

Frederick Taylor

He is the proponent of Scientific Management

Max Weber

he is the proponent of bureaucracy

Henri Fayol

He is the proponent of administrative theory

Frederick Taylor

believed that the best way to organize work was to break it down into small, simple tasks that could be performed by unskilled workers. He also believed that workers should be paid according to their output, rather than their time spent working.

Max Weber; Bureaucracy

believed that ________ was the most efficient way to organize large organizations, and he identified six key characteristics of _________: division of labor, hierarchy of authority, rules and procedures, impersonality, career orientation, and technical competence.

Henri Fayols

identified 14 principles of management, including division of work, unity of command, span of control, and scalar chain. He believed that these principles could be used to create efficient and effective organizations.

• too mechanistic

• too focus on efficiency

• not applicable to all organizations

Criticisms of classical organization theory

• mutual coordination

• direct supervision

• standardization

Mintzberg’s coordinating mechanism

• operating core

• strategic apex

• middle line

• technostructure

• support staff

Mintzberg’s 5 parts of an organization

Operating core

• perform the basic work of producing the product or rendering the servce

• deliver the service or create the product of the orgnization

• bottom part of mintzberg org structure

• they do the work; they are the hands and feet of the org

strategic ape

• perform direct supervision of the operating core to standarized work

• executive decision makers (vice president & president)

• they craft the strategy or the direction of the organization

• highest authority

middle line

• administrative-type workers, supervisors on behalf of the strategic apex

• they communicate to the operating core

• represent the operating core towards the apex

technostructure

• perform the “institutionalized” pr standardization of the work but do not supervise the work

• they determine the quality of service that needs to be met (ex: quality assurance, audit, compliance)

support staff

perform indirect services to the organization but do not supervise or standardize

• example: admin

strategic apex

• board of directors

• president

• president staff

• executive committee

these people are part of the ___________ of the organization

middle line

• VP Operations

• VP Marketing

• plant managers

• regional sales managers

• direct sales managers

• foremen

these people are part of the ___________ of the organization

operating core

• purchasing agents

• assemblers

• machine operators

• shippers

• salesperson

these people are part of the ___________ of the organization

technostrcutre

• controller

• operations research

• personnel training

• production scheduling

• work study

• technocratic clerical staff

these people are part of the ___________ of the organization

support staff

• legal counsel

• public relations

• industrial relations

• pricing

• payroll

• mailroom

• reception

• cafeteria

these people are part of the ___________ of the organization

centralization

mintzberg

• refers to the extent of concentration or dispersion of decisoon-making authority in the organization

• there is a certain group of people who control the power, resources, and decisions

decentralization

mintzberg

• many people are involved

• power and resources are shared

Type A: Vertical and Horizontal Centralization

which type of de/centralization is this:

• all deciison-making authority is concentrated at the strategic apex

• no significant delegation downward or outward to staff specialist

• mechanism: direct supervision

• simple structure

Type B: Limited Horizontal Decentralization (Selective)

which type of de/centralization is this:

• some decision making power is given to staff experrts (engineers, HR, planners)

• vertical power largely remains at the top

• staff experts get some say

• mechanism: standradization of work process

• machine bureaucracy

Type C: Limited Vertical Decentralization (Parallel)

which type of de/centralization is this:

• decision-making power is delegated downward, but only in parallel acorss semi-autonomos divisions

• each division makes decision for its own products/markets but HQ controls

• division gets parallel authority

• mehcnaism: standardization of work outputs

• divisionalized form

Type E: Vertical and Horizontal Decentralization (Full decentralization)

which type of de/centralization is this:

• decision making power is widely distributed both down the heirarchy and acorss expert groups

• team, specialist, and lower level units all share in decision making

• everyone shared decision making broadly

• mechanism: mutual coordintion

• adhocracy

Type D: Selective Vertical and Horizontal Decentralization

which type of de/centralization is this:

• some power is delgated downward to operating units an outward to professional specialist depending on the type of decision

• professional expertise is critical so staff have a strong influence

• both professional and lower levels get selective authority

• mechanism: standaradization of work skills

• professional bereaucracy

simple structure

which type of mintzbergs organizational configuration/strucutre is this

• flat hierarchy, centralized decision making, few normal rules

• small start ups, family business

• prime coordination mechanism: direct supervision

• key part of the org: strategic apex

machine bureaucracy

which type of mintzbergs organizational configuration/strucutre is this:

• high formalized, standardized procedures, centralized authority

• ex: large manafucturing, forms or government agencies

• prime coordination mech: standardization of work processes

• key part of org: technostructure

professional bureaucracy

which type of mintzbergs organizational configuration/strucutre is this:

• highly trained professionals, decentralized decision-makingm standardization of skills rather than processes

• ex: hospitals, universities, law firms

• prime coordinating mech: standardization of skills

• key part of the org: operating core

divisionalized form

which type of mintzbergs organizational configuration/strucutre is this:

• smei-autonomous divisions, each focused on a product, market, or region: headquarters handles overall strategy

• ex: multinational corporations like general electric

• prime coordinating mech: stanrdardization of outputs

• key part of org: middle line

adhocracy

which type of mintzbergs organizational configuration/strucutre is this:

• flexible, innovative, decentralized, emphasizes teamwork, creeatvity, and expertise

• ex: tech companies, consulting firms

• prime coordinating mech: mutual coordination

• key part of the org: support staff

job analysis

process of profiling the job in terms of its desciptions, and specifications to strategically inform the rest of the HR Process

job specification

information about the competency of the individual needed to fulfill the described job

job evaluation

the systematic process of determining the relative worth of jobs within an organization by analyzing their content and requirement

• assignes value to a job based on compensable factor

compensable factors

element of the job that is the basis for determining the worth of the job

human resource management

a broader discipline that encompasses the strategic management of human capital within an organization