Organ is at Ions

7/31/2019 Organ is at Ions

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Aoua.com B200-B Organisations

The Summary prepared by:

Mohammed Al-Bakheet

Organisations

Prepared by: Mohammed Al-Bakheet ) 1 )


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Chapter 1: Organizational aspects of business

Q1 What are the goals write in details from your experience or studied in b200.

Or describe the nature of goals.( )

The main purpose of goals is to give members a sense of direction. Managers who use goals in thisway make the assumption that the clear formulation of goals will influence performance.

Goals are sometimes defined as future orientation of the company. A narrow definition considersgoals to be the ultimate, long-run, open-ended attributes or ends a person or organization seeks

Organizational goals are the stated goals of an organization exist to give direction to the activitiesof its members

Characteristic of goals: They are overall statement of intend (a mission statement)

A setoff more detailed objectives to guide strategic planning

Goals are highly political because orgs. Are made of a set of group. Look at goals as there setby senior mgt.

Goals have a role to shape culture of an organization.

Goals might lead to conflict within the organization.

The main purpose of goals is:1.To give members a sense of direction.2.To reduce ambiguity and conflict.3.To guide performance of the organization.

The nature of goals considers goals to be the ultimate, long-run, open-ended attributes or

ends a person or organization seeks.There is a clear distinction between:- Goals, they are bounded, generalized statement of intent-Objectives, those intentions that can be measured within a certain time frame.-Strategies, are seen as processes by which goals are determined through the adoption of certaincourses of action and the allocation of resources-Closed-ended goalsare those which have already defined and measurable targets to be achievedwithin a stated time.-Open- ended goals; they are the ones that include broad statement of intent such aspursuit ofexcellence.-Goals have seen as missionwhich is a master strategy which has a visionary content.

Mission, objectives and strategies are different types of goals.Goals as:- Official goalsare the statement of intent which occurs in official document.- Operative goals,they reflect the behavior that is actually occurring.

Multiple goals: different interest groups have different good results in conflict.

How goals are developed?An interest group may be:1.An entire department, such as marketing or research and development.



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2.A particular section within that department such as a project team.3.A less formal grouping of managers within a department who collectively

wish to purchase a specific policy.

We can conclude the following about goals:1.Most groups in an organization will agree to those goals formulated by senior management as ameans of achieving their own goals.

2.Most organization members would appear to accept the goals of top management with littlequestion.3.The dominant coalition normally sets up a series of controls to ensure compliance to their goals.4.In many firms senior management acknowledge that different groups may have their own goalswhich need to be satisfied.

Q2 What are the structures write in details from your studied in b200. **

Or describe the nature of Organization Structure. ( )

Structure is grouping of activities in the most suitable manner to achieve the goals of the dominant

coalition.Organizational structureisa grouping of activities and people to achieve the goals of the organization.

Q3 What are the factors that affect an organization's structure?

The factors which influence structure:

1-TECHNOLOGYImproved technology includes machines of all sizes, shapes, and functions; processes that enable business to

produce goods at faster speeds, with lower costs. Knowledge Economy as a new knowledge is reshaping

and transforming old industries, creating new businesses.

2-SIZEcan be measured in several ways - by annual sales, profits, number of full-time employees, and increase insize might create problems in coordination and control causing changes in structure.

3-ENVIRONMENTOrganizations in stable environments tend to have a different kind of design from organizations in unstableenvironments.

4-CULTURE

An organizations culture includes all the values, symbols, beliefs, and language that guide behavior.

5-INTEREST GROUPSa shared interest and interdependence develops between a company and other groups the organization isinteracting with its stakeholders who are people and groups affected by, or that can affect, an organizationsdecisions, policies, and operations. Stakeholder groups exist in many forms.

Q4 - List the 5 types of organizational structure given in the organization module?



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Or describe the basic forms of organization structure (design). Outline the advantages and

disadvantages of each. Final 2011

Types of structure: --

1.Functional: where Employees performing related specialist tasks are grouped together under a single

Management structure. This type is mostly suited to a single product firms.2.Divisional: (multidivisional) associated with the market expansion and productDiversification, each division is self contained and operates as a profit center.

3.The holding company: It is a group of independent companies controlled by a coordinating groupusually made up of chief executive of constituent companies.4.The project team: this in specially crated temporary units to deal with a special task with no hierarchymanagement to meet a specific need for a client. This type of structure is common in high tech firms andsome types of service org.5.The matrix: it in an attempt to combine the best of all worlds:Project managers coordinate teams of employees drawn from different functional departments.

Customer orientation of the project.

The economics of used and specialist orientation of the functional organization. The product or market focus of divisional company.

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Three different types of flexibility:1.Functional flexibility; this is achieved when employees are trained 10 move between jobs and able to

perform different tasks as the need arises.2.Numerical flexibility; this is the ability of firm to make changes of the head- count to meet changes indemand.3.Financial flexibility; this is needed for reflect changes is the S+D of labor. and to enhance the operationof functional and numerical flexibility.



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Q5 What are the ownerships write in details from your experience or studied in b200.) (

Owners can be clearly defined and their impact easily assessed. Discovering who actually owns andcontrols businesses becomes much more difficult with large corporations like the major oil companies.

Two aspects of ownership and examine the implications for the way businesses operate:1.With the traditional debate surrounding ownership control.

2.Examine the issue of the public of organizations and the trend of privatization.

There are two types of ownership:1.Private ownership or private sector, individuals and organizations own and operate their companiesthat conduct business.2.Public ownership or public sector, the governmentdirectly owns the organization.

3 types of public sectors:a-Nationalized industries: wholly owned and control by the state.

b-Companies: controlled by the state acting as a majority shareholder and holding company.c-Organization: such as health, education, offers its services to the population and funded indirectlythrough the taxation system.

Who are stock holders?-There are two types of stockholder:1.Individual can purchase shares directly through stock brokers.2.Institutional, who indirectly purchase shares in financial institutions.

PrivatizationIt is the transfer of activities from the public sector to the private sector. The Governments opposition tothe public sector its belief in the private sector focuses on issues of efficiency and effectiveness, as wellas control. Heald sensed that the pro-privatization lobby viewed the public-sector organization asinherently flawed, which no amount of attention paid to efficiency and control can cure.

The privatization enthusiast's case rests upon two major assumptions:1.Public-sector organizationsare seen as less effective instruments of public policy than those of the

private sector.2.The political objectives of public ownershipare seen as less valid than the market criteria of privateenterprise.



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Q6 What are the Size write in details from your experience or studied in b200.( )

The influence of size as organizational variables interacts across all levels of the business model.

Employing large number of people require special expertise in the area of recruitment, training, jobevaluation, payment system and industrial relations.- There is a relation between size and R+D function.- Size is related to dominance in the market place.- There is a clear correlation between size and profitability

Small businessesSmall business contributions to the economy: :- Innovation and flexibility.-Competition which forces larger companies to stay competitive.-Ability to maintain close relations with customers and community.

-They generate job opportunities.-They give employees opportunities to gain experience in many years.-They offer challenge and freedom to risk-takers.

The value of small businessesThe value of small businesses may be viewed in terms of the benefits to the owners, their impact oneconomic growth, the number of jobs they provide to families, and their service to the consumer.Advantages:- Self-employment offers the individual far greater opportunities for control, and perhaps greater satisfactionthrough direct involvement, than working for someone else. -Seen as filling gaps in the marketplace by offering specialist products that would be uneconomic for largefirm to offer.

-Exploited by big business and the main economic advantages of a small business presence accrues to thelarge company. -More innovate and great provider of employment. -Price takers so they offer no threat to inflation. Some problems that plague small companies' more than larger ones and limit their development are:1.Inadequate financing.2.Inadequate management(especially as the firm grows).3.Burdensome government regulation and paperwork.Some current trends challenging small businesses are:1.A more diverse work force.

2.Empowerment and team performance.3.Exploding technology.4.Occupational and industry shifts.5.A move to global operations.



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Q7 What are organizational culture write in details from your experience or studied in

b200.Or discuss the importance and determinants of an organization's culture.

Refer to those factors which enable us to distinguish one organization from other and are the product of itshistory, management, operating environment and so on.It is a collection of shared beliefs, values, rituals, stories, myths, a specialized language that foster a fellingof community, and common identity among organization members.Organizational culture is both a set of distinguishing features that mark off one organization from anotherand more popularly used has become a set of universal principles guiding best practice.

The nature of organizational or corporate culture: The concepts are used in two different ways:

1. It is used to understand the social phenomena in org. and to explain the difference betweencompanies especially the ones operating in the same product market. As, history, size,technology, goods, objectives, environmental and people.2. It is used by management to achieve certain strategic end that could incorporate Improved

performance or the control of labor or both.

Types of corporate culture:1- Power culture:

- Absence of bureaucracy and control is exercised by a central power- Found in small firm and the big size of firm threat it- Refer as family

2- Role culture:- Classic bureaucracy- Slowness in responding to change- Refer as Eiffel tower

3- Task culture:- Focus on getting job done and flexibility and responsiveness to market changes- Refer to this culture as a guided missile

4- Person culture:- Focus on individuals to satisfy the need of them- Refers to this culture as a incubators

Characteristics of strong cultures:

Guiding values are set by the senior mgt and shared and communicated to the employees. Strong cultures are strengthen by rituals such as appropriate rewards

Strong cultures are associated with hero figure who exemplify key values

Strong cultures are strengthening further by more formal procedures such as special designand training.

The notion of excellent company : 1- bias for action clear objectives2- closeness to the customer identifying customers' needs3- autonomy and entrepreneurship create coherent team

4- productivity through people

participation of workforce5- hands on value driven strong corporate culture6- stick to the knitting limiting activities to avoid diversification



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7- simple form avoiding complex hierarchies8- Simultaneous loose-tight properties organization structure display combination ofstrong direction with work-group autonomy

Chapter 6: Classic theories of Bureaucracy

Q1 Write about Durkheims Classic theory of bureaucracy.

1- Durkheim For Durkheim the important point about increasing differentiation and specialization of the division of

labor was the implications of the new differentiation forsocial solidarity. Durkheim's distinguishes two different kinds of solidarity:

A. mechanical solidarity: employees "members" are very similar to each other

B. Organic solidarity: members are differentiated and individualized

Isolated individual is the person entering into exchange relation in order to maximize hispersonal returns is itself. According to Durkheim, a product of social development and presupposes amoral order, the spread of the ideals of individualism is not a symptom of a pathological condition ofsociety, but on the contrary is the normal and healthy expression of the social transformations thatare engendering a new form of social industry.

The important point is that Durkheimargued that the function of generating social solidarity wasperformed by certain factors, in modern society been replaced by the division of labor.The increasing development and differentiation of the division of labor was a source of stability and socialsolidarity.

Durkheim demonstrates that there are some abnormal forms of the division of labor:These abnormal forms are the result of three conditions:

The division of labor is often not spontaneous The division of labor can produce abnormal effects because it is anomic. For Durkheim,anomieresulted from the lack of social control as a result of uneven development of economicconditions and social solidarity, of the individualization witch has moved ahead of the necessary

development in social regulation. As a result, the economy is unregulated and liable for crisis,alienation, on the other hand results from certain sorts of social control. Abnormal development of the division of labor concerns the fact of organization itself.


Mechanical solidarity Organic solidarity-Based on high degree of resemblance ofindividuals.

-Individual is absorbed into society.

-Individuality barely developed.

-Member similar to each other.

-Parts of society & individuals aredifferentiated & individualized.

-come from functional interdependence &exchange-relationships..


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The difference between Durkheim and the other theorist: The difference between Durkheim and the other theorists is one of degree.

Both the other theorists were concerned with the possibility of societal instability

Followed by the development of conflict relations between privileged and negatively

Privileged classes.

Durkeims prime concern was with how it is that societies hold together.

Q2 Write about Webers Classic theory of bureaucracy.

Or Discuss how Weber analysis the nature of new organization?2 Weber

Weber regarded the organizational developments described earlier as constituting the developmentof bureaucracy, a type of organization which expressed a wholly new principle of organization andwhich represented a radical departure from traditional organizational forms in a number of respects:

1 -The basis of authority within the organization.

2 -The methods and principles of control.3 -And the basis of decision-making and planning.

Weber sees bureaucracy as characteristic of many aspects of social life, the Church and state, ofarmies, political parties, he also sees it as characteristic of economic enterprises. The development ofcapitalism has been marked by;

1 - The progressive expropriation of workers from the means of production.2 - By the increase in size of the enterprise.3 - By increased specialization and mechanization, and the increase in the functions and size ofmanagement.

According to Weber, capitalism and bureaucracy both depend on the same basic principle or attitude: that ofrationality.Webber sees that the capitalist system played a major role in the development of bureaucracy.

Capitalism as an economic system or attitude is distinctive for its pursuit of profit, and forever renewed

profit, by means of continuous rational capitalistic enterprise. Capitalism must be distinguished fromtraditional, pre-rational attitudes and economic systems. When Weber described an institution as rational, hewas making a number of precise points:

A. he was distinguish the institution from traditionalismB. he was describing the institution not evaluating itC. rationality itself was of two forms formal and substantive

- Formal: refers to installation (or possibility) of accurate calculations of the nature ofdecisions, or the organization of conduct around certain explicit, formalized rules &

principles. (calculation as :costs, quantities, profits, results ect)- Substantive: refers to the relationship between results & overall, general guiding

principles.

According to Weber, in order to achievement of high standards of formal rationality within aneconomy is dependent on a number of factors:- Expropriation of the individual worker from the mean of production- Stringent discipline.

Webers analysis of the nature of the new organizational forms of the nineteenth centuryfocused attention on:



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1- The development of organization with radically new forms and mechanisms ofcontrol which he` called bureaucracies.2- These new organizations involved a totally new basis of authority. Personal andtraditional ties between leader and led are irrelevant to the bureaucracy.3- These were organizations are described as rational.

The social and personal consequences of the new organization are revealed in three ways:1- Classes and their inter-relationships.2- Progressive expropriation of employees, workers, managers from their work, their

product.3- Organizations affect the lives of individuals directly by controlling and dominatingthem through their employment.

The expropriation The expropriation of workers being a result of the depersonalization of labourwithin capitalism, and its use purely for economic production is also required by the needsfor centralized control, which results in the emergence of management, for this group takesover the control, monitoring and decision-making of the workers.

The process of expropriation of employeesfrom control over their work, productsand labour is not restricted only to shop-floor employees. The process applies also to white-collar workers and to management itself.

According to Weber, the ideal bureaucracy exhibits five basic characteristics:1) The organization should adopt a distinctive division of labor, and each position should be filled by

an expert.

2) The organization should develop a consistent set of rules to ensure that task performance is uniform.3) The organization should establish a hierarchy of positions or offices that creates a chain of command

from the top of the organization to the bottom.

4) Managers should conduct business in an impersonal way and maintain an appropriate social distancebetween themselves and their subordinates.

5) Employment and advancement should be based on technical expertise, and employees should beprotected from arbitrary dismissal.

In general Weber's interest is in the changes of values and priorities witchaccompanied the process of industrialization particularly the gradual transcendence ofrationalism.

Weber's analysis also focus on, the emerging structure of organizational control andthe establishment of both management and shop-floor levels of systems of direct control over

personal and performance.



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Q3 Write about MARXs Classic theory of bureaucracy.

3 - MARXs Marx maintains that the nature and organization of work in modern large scale work organizations reflectthe essential nature of the employment relationship, which in turn determines all other aspects of society

since it establishes the basic groupings (classes) and their relationships and is therefore regarded as the keyfeature ofcapitalism. Capitalism as a form of economy and society is revealed through the organization ofwork and the nature of work relationships. Under capitalism work relationships are characterized by the saleand purchase of labor power.

Capitalism As a form of economic & society is revealed through the organization of work & the nature ofwork relationship.Politicization: it is a result by the overlapping of search for profit with the need for grater control in work.

At work this conflict relationship between expropriating employer/capitalist and expropriated employeegives rise to a number of necessary features of work under capitalism:

a. The need for management to direct and organize the labor power that is purchased. b. control and discipline potentially recalcitrant employees whose commitment isalways unreliable.

Profit from the use of purchased and exploited labor power creates conflict between employers andemployees, greater efficiency at achieving profit is inevitably and irrevocably interconnected with greatercontrol and discipline. The basic overlapping of the search of the profit with the need for greater controlresults in the politicization of the all aspects of work organization.

In the firstplace the design of work, the distribution of work rewards, the level of wages, the state ofwork conditions etc. reveal the primacy of profit over all other considerations, and demonstrate class basedassumptions about the value and moral worth of the hands.

Secondly,the design of work, the use of technology, mechanization, bureaucratization, the developmentof supervision and management, the emergence of specialist groups within the enterprise are all part and

parcel of capital's efforts to increase profitability, cheapen labor, reduce the impact of employees antipathiesand resistance, and increase discipline and control.

Marx writes the division of labor within workshop implies the undisputed authority of the capitalist over

men that are but parts of a mechanism that belongs to himTechnology is used to cheapen labor and to deskill it and make it easier to obtain and transfer workers.



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The features of work in capitalism have 2 major consequences:1- Conflict relations between employer & employee OR capitalist & proletariat.2- Alienation of the worker.

While Marx admits that all large scale enterprises require some consideration, management in the

capitalist enterprise is necessitated by the attempt to achieve profit from the employment of alienated laborpower. Capitalism requires managers as an army requires officers, to command in the name of the capitalist.Certain essential aspects of capitalism assist the development of class consciousness among the proletariat.The nature of work itself, mechanization, degrading activities, deskilling; the low wages allocated to labor,and the tendency for these to decrease; the increasing pressure of work, the exhaustion of long hours.

Certain essential aspects of capitalism assist the development of class conscious among the proletariat:1- The nature of work itself mechanization, degrading activities, deskilling.2- The low wages allocated to labor.

3- The tendency for these to decrease, the increasing pressure of work-the exhaustion of longhours, or of intensively organized work regimes , add to the deprivations of the employees andencourage the development of hostility.

Constitutes the alienation of labor 1. work is external to the worker, not part of his nature, & does not fulfill himself in his work

but denies himself, has feeling of misery than well-being, dose not develop freely his mental &physical energies, but he is exhausted & mentally debased.2. The work is not voluntary, but imposed, forced labor. Not satisfaction of need, but only ameans of satisfying other need.

Q4 What are the similarities between three theories ?**Or Outline the main similarities between the classic theories of bureaucracy of Weber,

Durkheim and Marx.



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Q5 what are the disagreements or differences between three theories?**

Or Outline the main differences between the classic theories of bureaucracy of Weber,

Durkheim and Marx.



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Chapter 7 : Work Organizations, Managerial Strategies and Control

Q1 define the organization and what that goals are important both in distinguishing

organizations form non-organizations?



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-Organization: An investment, a deliberate and rational means for attaining known goals.Alsoan organization is a collection of people working together under a defined structure for the purpose of

predetermined outcomes through the use of financial, human and material resources.

- On way is still to accept that goals are important both in distinguishing organizations form non-organizations

- Official goals of an organization the general purposes of the organizations are put forth in thecharter, annual reports, public statements by key executives and other authoritative

pronouncements.- Operative goals, which designate the ends sought through the actual

Q2 What are bureaucracy talk about it in details?

Ordefine Webers model of organization bureaucracy by using the 3 points and what are

the benefit of bureaucratic organization structure? Bureaucratic structures

In Weber's original statement on bureaucratic structures the issue of control is central. The formal structure of anorganization may be so designed as to maximize the exercise of control by those possessing legitimate power in theorganization. Weber regarded the modern organization as a highly rational form of administration in which each of thecharacteristics is designed to enhance the rationality of the whole.

Bureaucratic dysfunction often appears to arise from the attempts by management toincrease control in the organization. Such attempts at control may derive from the need for greaterefficiency or may be seen as management asserting its power the two are not mutually exclusive.

Direct control may be achieved by a high centralization of decision making in the organization.

Indirect control may be achieved through invoking the bureaucracy rules the imposition of the system ofrules in the organization ensures standardization in functioning.

Bureaucracy Functional or dysfunctionalWhen situation arises whereby members of an organization are constantly pressured into reliability,

certain effects flow:

In the first place, there is a reduction in personalized relationship.

Second, an over-internationalization of the rules of the organization may occur, suggesting that the functionof rules is changed whereby rule following becomes an end in itself rather than as a means of achieving the goals ofthe organization.

Third, an emphasis on control can lead to the position where categorization is so restricted that the search foralternatives that is essential to decision-making becomes self-restricted reading from the book page 100 2nd and 3rd

paragraph

Q3 What are the main characteristics of a bureaucracy?**

A set of characteristics defines bureaucracy, these characteristics, which apply to all members of

bureaucracy: The staff members are personally free, observing only the impersonal duties of theiroffice



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There is a clear hierarchy of offices

The functions of the offices are clearly specified

Officials are appointed in the basis of a contract

They are selected on the basis of a professional qualification, ideally substantiated by adiploma gained through examination

They have a money salary and usually pension rights. The salary is graded according toposition in the hierarchy. The official can always leave the post, and under certain circumstances, it mayalso be terminated

The official's post is his sole or major occupation

There is a career structure and promotion is possible either by seniority or merit andaccording to the judgment of superiors

The official may appropriate neither the post nor the resources which go with it

He is subject to a unified control and disciplinary system

Q4 What are contingency perspectives and what are the basic principles of contingency

model derived from Burrell and Morgan studies? **Contingency perspectivessuggest that which is about formal structure of organizations might vary according tothe circumstances of the organization. The basic principles of contingency model derived from Burrell and Morgan studies:

Contingency theory argues that the analogy of a biological organism is appropriate for the studyof complex organizations ,

The theory employs an open system perspective, I.e. one which emphasizes the importance ofthe environment with in which an organization operates

There is an interdependence between an organization and its environment

Those using contingency theory tend to focus upon the organization per se and seek to separate itform the environment

It is the actual nature of relations between organization and environment that constitutes theprimary focus `of contingency theorists

The survival need for the organization is perceived as the central relationship betweenorganization and environment

Each organization, in addition to being a sub-system of the environment, consists of a number ofinterdependent sub-systems each of which is a functional imperative in relation to the total process ,i.e.there are a number of essential processes which must be achieved within each organization

The sub-system or key processes comprise the strategic control, the operational, the human andthe managerial. These four interact and engage in a processes of mutual influence with themselves and

their environments There is considerable variation in each of the sub-systems stressing strategic, technological andorganizational choices

Environments may be distinguished by the degree of uncertainty they experience, bearing inmind that the notion of a stable, predictable environment is perhaps only theoretically possible .



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Chapter 8 : Studying Organizations: An Introduction

Q1 what is the Domain Assumptions of Mainstream Approaches? The mainstream approach presents a view of organizations where the purposes of the organization are

clear, agreed, shared; whereas decisions are taken on clear and rational grounds; where all staff know and agreewhat they are doing and work co-operatively together for the shared larger organizational purpose; where thestructure and processes of the organization are carefully designed to ensure efficiency; and where managementstrives to ensure coordination and control for the achievement of the organizations goals.

Q2 Organization as a goal seeker, and the role of management. Explain.

Organizations as goal-seekers

If organizations are consciously created instrument, then their purpose can be defined in terms of goal-seeking.

This is provides a means of distinguishing organizations from social institutions or movements, which do notmanifest systematic structures and processes for controlling relations between means and ends.

There is an assumption that the organization has some capacity to resist environmental constraints and set its own

pattern.

Members of organizations may have goals, which are contradictory to senior management; creating gaps betweenformal and informal, official and operative, goals and actual policies.

In search of the rational- efficient organization

The emphasis on collective goal-seeking can only be sustained by a vision of organizations as rational instrumentsor tools; indeed this was a prime theme of which formed the basis of modern organizational analysis.

Q3 whatmainstream is strongly influenced by?Mainstream is strongly influenced by:

1- Organization cooperative social systems self regulating bodies.

2- Tending towards a state of equilibrium and control.

3- Organization is a unitary body combining the activities, values and interests of all participants.

4- Organization is a system of interrelated parts or sub-units working towards the ultimate goal.

5- Division of labor plays a significant role to sustain social solidarity and the survival of theorganization.

Q4 what are the major characteristics of mainstream?1. The purposes of the organizations are clear, agreed and shared.

2. Decisions are taken on a clear and rational ground.

3. All workers and staff agree on what they are doing and work co-operatively and collectively towardsthe organization purpose.

4. The structure and processes of the organization are carefully designed to ensure efficiency.

5. Management strives to ensure coordination and control of achievement of organization's goals.

Q5 What is the Domain Assumptions of a Critical Approach?



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Domain Assumptions of a Critical Approach has four kinds there are:1- Reflexivity

Critical perspective must first of all be reflexive. That is they must have the capacity to reflect uponthemselves, so that values, practices and knowledge are not taken for granted. In fact, our inability toexperience large organizations directly in the same way, as individuals or small groups, subordinates or

power holders, creates special problems for studying organization; problems which are often resolvedthrough the use of unsatisfactory substitutes such as metaphors, organizations are like machines, garbagecans or prisons

2- The embeddedness of organizationsA further guiding principle is the necessity to be historical and contextual. Organizational theory and

practice can only be understood as something in process, otherwise the search for general propositions andinstant prescriptions becomes disconnected from reality, as it has done in conventional a historicalapproaches

3- Dialectics and contradictionMany critical theorists utilize the notion of dialectical perspectives a crucial means of explaining the

dynamic of organizational change. In abstract terms a dialectical process refers to a movement from thesis toantithesis and synthesis and derives from Hegel and Marx. More frequently it is used to denote a reciprocal

interaction, between structure and human agency or between conflicting groups. Management controlstrategies are fundamentally a means of dealing with contradictions, uncertainties and crises in theirsocioeconomic environment. Management responses are likely to develop into alternative control methods,

blending with and going beyond the old.4- Social transformation

Social transformation is the social relationship, i.e. open day for employees with their families.

Q3 Discuss the two approaches that describe work at organizations: the mainstream

approach and the critical approach. Clarify the major terms and concepts used by each

approach.



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Chapter 11 : Organizational Structuring and Re-Structuring

Q1 what are the Reasons for Restructuring? Bureaucracies were unable to respond quickly to changes in the market.

They were unable to meet the demands of consumers or to stay close to consumers.

New structures enable companies to foster commitment, respond quickly to market demand, and

stay close to the customer

From an organizational re-structuring point of view the hard aspects are to be found in the drasticcuts in head counts, the downsizing and the outsourcing. The soft side of the rationale is to be found inthe ideas of empowerment the learning that is required to cope with multiple demanding tasks, and theteam working that is invoked

As competitive conditions changed these systems found it hard to adapt

Bureaucracy was used to command and controlThe restructuring that has excited attention in recent years goes well beyond mere adjustments in size andtinkering with the classical form.

From an organizational re-structuring point of view the hard aspects are to be found in the drastic cuts in head-counts, the downsizing and the outsourcing.Organizational structuring and re-structuring are intimately intertwined with many aspects of human resourcemanagement.

Q2 what are the key attributes of bureaucracy? And what are three sets of

unanticipated consequences and dysfunctions of bureaucracy have been pointed out by

various organizational analysts?The key attributes of bureaucracy in the descriptive, social science, sense can be summarized as follows: 1- A clear division of work with stipulated boundaries to responsibilities; officials are given authority to carry outtheir assigned functions.2- Referral by role occupants to formal (written) rules and procedures which ensure predictability andreutilization of decisions.3- A well-defined hierarchy of authority.4- Appointment to posts arranged not through patronage or bribery but on the basis of technical competence.5- A system of rules with formal (written) documentation of actions and decisions.

Three sets of unanticipated consequences and dysfunctions of bureaucracy have been pointed out byvarious organizational analysts:

1- The first derives from the emphasis on control. This can prompt rigidity of behavior and defensiveroutines.

2- The second focuses on the implications for the behavior of subunits. Division of task and responsibilitycan elevate departmental goals above whole system goals, that is, lead to sub optimizing behavior.3- Thirdly, as a result of the impersonality of rules the minimal acceptable standards can becometransformed into targets and behavioral norms. Rules and procedures can also become ends in themselves.



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Q3 what are the Factors that influence choice of organizational structure?Old Success Factors:

Size, role clarity, specialization and control.New Success Factors:

Speed, flexibility, integration and innovation. Factors that influences choice of organizational structure

1. Senior managers will usually want structures which enable a clear and direct flow ofcommunication from top to bottom and possibly may also want to facilitate upwardcommunication as well2. Power struggles can occur between SBUs which seek to use optimal supply chainrationalities, and divisions which have assets to protect, such as sales or capital investment or

jobs3. Various contingent factors such as technology have been argued as exerting an influenceon organizational structure4. In recent years new technologies have begun to influence organizational structures and toa large extent, open them up: the mobile phone, PCs, laptop computers, modems and networkeddatabases.

Q4 Faced with rapidly changing environments many employers have responded by

downsizing. Discuss the effects of downsizing and decentralization upon bureaucratic

organizations using the material from the B200 Organizations. The discussion of key changes within traditional organizational boundaries is organizedunder three headings:

1- Downsizing and lean production: In response to changes in the business environment many organisations have chosendownsizing and have retreated upon long term commitments to employees. The strategy of many companies over the past few years has been to reduce their size; takecosts out of the business; increase productivity by having fewer people undertake the same or even

more work; and re-focus activity on the core business. Senior executives were rewarded for so doing: share prices tended to rise when these stepswere taken and top management salaries increased. It has been suggested that when properly implemented the lean organization conceptshould involve a phased journey from cutting back on non value-added activities and downsizing toa reformed stage where activities smoothly interconnect in a more efficient manner. However mostorganisations appear to be stuck at the downsizing stage and not moving on to JIT and TQM.

2- Devolved management:Divisionalization and strategic business units

The past 20 years has favoured decentralisation there is probably a cycle of centralisation anddecentralisation at play!

Synergies and big company advantages may be lost by decentralisation. Delayering hascontinued. There is an inherent danger in devolving HR to line managers as they may focus on short term

priorities. Hamel and Prahalad argue that senior managers should seek to identify and exploit the inter-linkages across units that could potentially add value to the corporation as a whole. No longer will organizations use boundaries to separate people, tasks, processes and places;instead, they will focus on how to permeate those boundaries to move ideas, information, decisions,talent, rewards and actions where they are most needed.

3- De-structured organisations: The new watchwords are teams, lateral communications, the minimization of hierarchy, and the

sparse use of rules.



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Aoua.com B200-B Organisations No longer will organizations use boundaries to separate people, tasks, processes and places;instead, they will focus on how to permeate those boundaries to move ideas, information, decisions,talent, rewards and actions where they are most needed. This amounts to a paradigm shift towards boundary-less structures

Chapter 12: Beyond Organizational Structure

Q1 Define Supply chain management ((Re-engineering)) and what the key elements of

process innovations?

Supply chain management. ((Re-engineering))

The central idea of re-engineering is that in order to survive under the new competitive conditions, companiesmust re-orient themselves around their core processes the start to finish sequence of activities whichcreate customer value.

Re-engineering means the end of narrow jobs, the end of supervisory management.

The key elements of process innovations are said to be: . :1- A fresh start, blank sheet review.2- A process rather than functional view of the whole organization.3- Cross-functional solutions.4- Step change.5- The exploitation of information technology.6- Attention to work activities on and off the shop floor.7- Adoption of a customers view of the organization/producing value for customers.9- Processes must have owners.

Q2 what HRM tasks and responsibilities? 1. Awareness2. Changing mindsets and behavior

3.using measures to track performance4. Process improvement and redesign

Q3 Why are so many organizations finding it necessary to reengineer themselves?We noted in an earlier chapter that all systems, including organizations, are subject to entropy a normal processleading to system decline. An organization is behaving most typically when it maintains the status quo, does notchange in sync with its involvement, and starts consuming its own resources to survive. In a sense, that is whatIBM did. The firms managers grew complacent and assumed that IBMs historic prosperity would continue and

they need not worry about environmental shifts, foreign competition, and so forth- and entropy set in. The key isto recognize the beginning of the decline and to immediately move toward reengineering. Major problems occurwhen managers either do not recognize the onset of entropy until it is well advanced or else are complacent intaking steps to correct it.

Q4 Explain characteristics of reengineering?1- Several jobs are combined in one. Combining several jobs in one reduce errors, delays andmiscommunication.2- Employees make the decision. Employees are empowered to act, and technology give them theinformation they need to make informed decisions.3- Work performed where it make the most sense. An example of this is making responsibility for recruitingand selection team members to team instead of HR department at some corporate headquarters.4- Controls are used only where they add value. Checking, approving and reconciling adds up to overheads,which sometimes cost more than any amount saved by having control system in place.



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Q5 What does mean by Strategic outsourcing?Outsourcing refers to the situation when a company subcontracts to another supplier work that it was

previously performing in-house. Outsourcing entails the externalizing of production and services. There are

many different types of outsourcing activity and usage. Some of the instances are piecemeal and opportunisticwith little strategic character. Office cleaning is an example in most circumstances. The reasons for the growth ofoutsourcing are many. In a complex, fast-moving market, it is a speedy way to gain access to specialist services,as well it reduce costs by sourcing from low-cost products. Outsourcing also enables flexibility in the supply can

be more readily turned on or off. Ex, Office cleaning is an example in most circumstances.The reasons: fast-moving market, it is a speedy way to gain access to specialist services.Problems: the potential loss of expertise in certain areas which may be difficult to recover.

Q6 Restructuring within organization boundaries. Discuss / or Describe two new types of

organizational structure which cross traditional organizational boundaries and discuss the

implications of implementing them?

De-structured organisations: The new watchwords are teams, lateral communications, the minimization of hierarchy, andthe sparse use of rules. No longer will organizations use boundaries to separate people, tasks, processes and places;instead, they will focus on how to permeate those boundaries to move ideas, information,decisions, talent, rewards and actions where they are most needed. This amounts to a paradigm shift towards boundary-less structures.

Old Success Factors: Size, role clarity, specialization and control.New Success Factors:

Speed, flexibility, integration and innovation.

1- Joint ventures, organizations are able to achieve a number of objectives:

1- Large companies using their marketing expertise and systems can bring new products developed bysmaller companies to market rather faster than a small company acting alone.2- Additionally, large companies may seek a joint venture in order to gain a foothold in new product areasand to acquire new expertise rapidly.

3- A third reason for joint ventures is to enable the partners to reduce their cost base by pooling resources.Companies have often cut their staffing levels and reduced their distribution costs.4- A fourth factor is that certain developing countries such as India and China may disallow inwardinvestment which is not tied to some form of joint venture with a domestic concern.

2- Networks and virtual organizations: - Definition: A network organization has been defined as an economic entity that operates through acluster of compact business units, driven by the market, with few levels of decision making and awillingness to outsource whatever can be better done elsewhere.- Human resource management considerations: The underlying logic ofnetwork organizations as presented by their advocates and practitioners is that know-how and resource

capability are now critical factors, and these are increasingly difficult to locate within the boundaries of asingle organization.



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- Know-how and capability are increasingly distributed across a network of different business andcontractors. But if this is so, the human resource management challenge to identify, retain, develop andappropriate such scarce resources are immense

Q7- Discus the spectrum of relationship structure beyond conventional organizational

boundaries?

Task-based control Performance-based control

Figure 11.2 a spectrum of relationship structuresbeyond conventional organizational boundaries

Networks and virtualorganizations

Joint ventures

Strategic outsourcing

BureaucracyInternal

Command/hierarchy Open market

Diversified

External

Focused

Supply chain managementand process engineering

Documents

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