Organization Theory: Modern, Symbolic, and Postmodern Perspectives

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Achterberg, Jan; Vriens, Dirk (2010). "Introducing Organizations as Social Systems Conducting Experiments". Organizations. Springer Berlin. pp.9–10. doi: 10.1007/978-3-642-14316-8_1. ISBN 978-3-642-14315-1 . Retrieved 30 December 2022. When a bureaucracy is implemented, it can provide accountability, responsibility, control, and consistency. The hiring of employees will be an impersonal and equal system. [16] Although the classical perspective encourages efficiency, it is often [ quantify] criticized as ignoring human needs. Also, it rarely takes into consideration human error or the variability of work performances (since each worker is different). In 1820, about 20% of the United States population depended on a wage income. That percentage increased to 90% by 1950. [6] Generally, by 1950, farmers and craftsmen were the only people not dependent on working for someone else. Prior to that time, most people were able to survive by hunting and farming their own food, making their own supplies, and remaining almost fully self-sufficient. [6] As transportation became more efficient and technologies developed, self-sufficiency became an economically poor choice. [7] As in the Lowell textile mills, various machines and processes were developed for each step of the production process, thus making mass production a cheaper and faster alternative to individual production. In addition, as the population grew and transportation improved, the pre-organizational system struggled to support the needs of the market. [7] These conditions made for a wage-dependent population that sought out jobs in growing organizations, leading to a shift away from individual and family production.

Por lo antes expuesto, y sabiendo que uno de los objetivos fundamentales de las instituciones que pertenecen al sector público en Guatemala es “brindar servicios de calidad a la población”, la eficacia organizacional juega un papel trascendental en la calidad del servicio prestado. Discussed how organizations should be moulded into Cooperative Social Systems - This is similar to Follett’s idea of the organization as a community, as well as emphasis on employee involvement and motivation and communication of all organizational goals. Sociological School of Thought: This is concerned with the effects of the industrial revolution and society on organizations. It involves the following scholars: Theorists based this approach on systems analysis and used both quantitative and behavioral sciences to develop it. This means that professional leaders who adopt this theory may use statistical and mathematical information to make business decisions while also considering the satisfaction and happiness of their employees.In the contingency theory of leadership, the success of the leader is a function of various factors in the form of subordinate, task, and/ or group variables. The following theories stress using different styles of leadership appropriate to the needs created by different organizational situations. Some of these theories are: The International Environment: This includes all the organizations that operate in more than one country. Rules are stable and can be learned. Knowledge of these rules can be viewed as expertise within the bureaucracy (these allow for the management of society). Achterberg, Jan; Vriens, Dirk (2010). "Specific Design Principles: de Sitter's Organizational Structures". Organizations. Springer Berlin. pp.228–230. doi: 10.1007/978-3-642-14316-8_7. ISBN 978-3-642-14315-1 . Retrieved 30 December 2022.

Revision of Scott’s Organizations: Rational, Natural, and Open Systems (Englewood Cliffs, NJ: Prentice Hall, 1981), which ran to five editions. The enactment theory holds a view that postmodernists, but not symbolic interpretive theorists, agree on - that once we have created our own realities, we can choose to get away from the ones we do not like. Postmodernists also focus on context, especially historical context, where they centre their attention on Industrialization, and the effects of the technology (involved in this stage of history) on organizations. Bass, B. M. (1990). Leader March, a Handbook of Leadership. New York: The Free Press, 494–510, 651–2, 840–41. There are three perspectives, collectively known as multiple perspectives which help to analyse and understand organizations. These include the modern, symbolic interpretive and post modern perspectives.Weber tended to offer a teleological argument with regard to bureaucracy. Weber's idea of bureaucracy is considered teleological to the extent that he posits that bureaucracies aim to achieve specific goals. Weber claimed that bureaucracies are goal-oriented organizations that use their efficiency and rational principles to reach their goals. [25] A teleological analysis of businesses leads to the inclusion of all involved stakeholders in decision-making. [26] The teleological view of Weberian bureaucracy postulates that all actors in an organization have various ends or goals, and attempt to find the most efficient way to achieve these goals. [21] Criticism [ edit ] The Hawthorne studies helped conclude that "a human/social element operated in the workplace and that productivity increases were as much an outgrowth of group dynamics as of managerial demands and physical factors." [12] The Hawthorne studies also concluded that although financial motives were important, social factors are just as important in defining the worker-productivity. These resources dependencies can be controlled by buffering (making sure that you have enough resources to survive any conflict or transition period with suppliers) and boundary spanning (‘keeping your enemies at a close distance’). Modern, symbolic- interpretative and post- modern perspectives are the three approaches that Hatch and Cunliffe (2006) used as a model for explaining the organisation theory. According to Hatch and Cunliffe (2006), these approaches are important in getting a good grasp of understanding the hierarchy and the set of beliefs or trends in an organisation. Since the era of Plato, there have been a lot of organisational perspectives that are used by the philosophers. Although these are old enough to consider and apply in the real world, these have been the foundation of creating modern perspectives. The theories about organisations give an explicit view and understanding the processes in a firm. This also encourages the people to comprehend accordingly to analyse the importance of the external factors and other approaches. Modern Perspective

The motivational theory includes the study of what drives and inspires members of an organization to work toward their professional goals. Theorists who support this approach argue that employees perform their job duties accurately and productively when management knows how to motivate them correctly. Weber posits that officials in a bureaucracy have a property right to their office and attempt at exploitation by a superior means the abandonment of bureaucratic principles. He articulates that providing a status incentive to inferior officers helps them to maintain self-respect and fully participate in hierarchical frameworks. [14] Michel Crozier reexamined Weber's theory in 1964 and determined that bureaucracy is flawed because hierarchy causes officers to engage in selfish power struggles that damage the efficiency of the organization. [15] Summary of characteristics of Weberian bureaucracy [ edit ] Division of labor: This principle argues that the production of a commodity splits into various divisions of manufacturing, and the people work within each division according to their area of specialization. This process results in maximum product output with minimum expenses. Strategy Area: Organization theory is used to direct the accomplishment of the organizations goals.Clear, comprehensive coverage of the key topics is delivered through the author's characteristically engaging style to immerse students and stimulate active engagement with the subject. Jones, Gareth R. Organizational Theory, Design, and Change: Text and Cases. 6th ed. Upper Saddle River, NJ: Pearson Prentice Hall, 2010. Results: The level of agreement with the change efficacy statements with the total mean percentage of nurses’ readiness for organizational change (change efficacy) was 67.0%, and it was slightly higher than the commitment statements, in which the total mean percentage of nurses’ readiness for organizational change (change commitment) was 64.2%. In addition, one of the work-environment uncertainty dimensions, which is the individual attribute (need for information), positively correlated with the organizational readiness to change. Exceptions to routine: a concept which involves managers only having to deal with issues that cannot be handled by the subordinates.