Documente Academic
Documente Profesional
Documente Cultură
Organizations and
Organization Theory
©2000
South-Western College Publishing 1-1
Cincinnati, Ohio
Daft, Organization Theory and Design 7/e
Organization Theory in Action
Topics
Current Challenges
• Global competition
• Organizational turbulence
• E-commerce
• Managing knowledge and information
• Diversity
• Ethics and social responsibility
©2000
South-Western College Publishing 1-2
Cincinnati, Ohio
Daft, Organization Theory and Design 7/e
What is an Organization?
Definition
Importance of Organizations
• Bring together resources to achieve desired
goals and outcomes
• Produce goods and services efficiently
• Facilitate innovation
• Use modern manufacturing and computer-
based technology
©2000
South-Western College Publishing 1-3
Cincinnati, Ohio
Daft, Organization Theory and Design 7/e
Importance of Organizations (cont’d)
• Adapt to and influence a changing
environment
• Create value for owners, customers and
employees
• Accommodate ongoing challenges of diversity,
ethics, and the motivation and coordination of
employees
©2000
South-Western College Publishing 1-4
Cincinnati, Ohio
Daft, Organization Theory and Design 7/e
An Open System
and Its Subsystems
Environment
Production,
Boundary Boundary
Subsystems Spanning
Maintenance,
Spanning
Adaptation,
Management
©2000
South-Western College Publishing 1-5
Cincinnati, Ohio
Daft, Organization Theory and Design 7/e
Five Basic Parts of an
Organization
Top
Management
Technical Core
Source: Based on Henry Mintzberg, The Structuring of Organizations (Englewood Cliffs, N. J.: Prentice-Hall, 1979) 215-297;
and Henry Mintzberg, “Organization Design: Fashion or Fit?” Harvard Business Review 59 (Jan. – Feb. 1981): 103-116.
©2000
South-Western College Publishing 1-6
Cincinnati, Ohio
Daft, Organization Theory and Design 7/e
Goals and
Strategy
Environment Size
Culture Technology
Structure
1. Formalization
2. Specialization
3. Hierarchy of Authority
4. Centralization
5. Professionalism
6. Personnel Ratios
©2000
South-Western College Publishing 1-7
Cincinnati, Ohio
Daft, Organization Theory and Design 7/e
Organization Chart Illustrating the Hierarchy of Authority
for a Community Job Training Program
Board of
Directors
Advisory Executive
Committee Committee
Level 1 Executive
Director
Records
Level 5 Secretary Clerk Secretary Adm. Asst Payroll Clerk Secretary MIS Specialist Staff Clerk Adm. Asst.
©2000
South-Western College Publishing 1-8
Cincinnati, Ohio
Daft, Organization Theory and Design 7/e
Characteristics of three
Organizations
100
Formalization
Specialization
50
Centralization
Configuration
(%nonworkflow 0
W.L. Gore & Wal-Mart State Arts
personnel)
Associates Agency
Vertical Horizontal
Structure Structure
Source: Adapted from David K. Hurst, Crisis and Renewal: Meeting the Challenge of Organizational Change (Boston, Mass.: Harvard Business School)
©2000
South-Western College Publishing 1-10
Cincinnati, Ohio
Daft, Organization Theory and Design 7/e
Workbook
Activity
Organizational Dimensions
High Formalization 1-4 5-6 7 - 10 Low Formalization
High Specialization 1-4 5-6 7 - 10 Low Specialization
Tall Hierarchy 1-4 5-6 7 - 10 Flat Hierarchy
Product Technology 1-4 5-6 7 - 10 Service Technology
Stable Environment 1-4 5-6 7 - 10 Unstable Environment
Strong Culture 1-4 5-6 7 - 10 Weak Culture
High Professionalism 1-4 5-6 7 - 10 Low Professionalism
Well-Defined Goals 1-4 5-6 7 - 10 Poorly-Defined Goals
Small Size 1-4 5-6 7 - 10 Large Size
Modern 1-4 5-6 7 - 10 Postmodern
©2000
South-Western College Publishing 1-11
Cincinnati, Ohio
Daft, Organization Theory and Design 7/e
Workbook
Activity
IBM
Use for 1975-1990, Use for 1993-present