Block-04 Management & organizations Are organizations rational: Rational, unitary, goal seeking. (RUGS view of organizations) . Reflects ‘scientific management’. Prepared by Dr. Hijjo_Riyadh Branch

Prepared by Dr. Hijjo_Riyadh Branch Defects Its ideal is limited It prevents us recognizing many of our problems for the messes. No single viewpoint provides the ‘whole truth’. Definitions Mission, objective, goal. “ An organization has a purpose (perhaps as some kind of emergent property of the organizational system). Prepared by Dr. Hijjo_Riyadh Branch

Prepared by Dr. Hijjo_Riyadh Branch Types of goals: Economic, non-economic and strategic Hierarchy of objectives: “ To devise a mission and objectives for an organization (or goals for a dept.) you have to assess the opportunities, resources and constraints that exist and any trends that affect them.” Three categories of goals: Official goals, official operative goals and unofficial operative goals Prepared by Dr. Hijjo_Riyadh Branch

Prepared by Dr. Hijjo_Riyadh Branch Pluralism: The presence of differing interest groups within organizations.” these differences can not only undermine the pursuit of organizational goals but often generate deep conflicts about what these goals should be, leading to the metaphor of jungles and empires so familiar in the folklore of organizations”. Concepts of pluralistic and unitary Organizational roles. Organizational rationality Prepared by Dr. Hijjo_Riyadh Branch

Prepared by Dr. Hijjo_Riyadh Branch The continuum of the highly mechanistic world view of how to control work to the modern notions of worker autonomy and empowerment. Control: Control systems are everywhere Another meaning of control Bureaucracy being controlled. The essence of this control is a plan has carefully been pre-set, and then carried out with great fidelity. Prepared by Dr. Hijjo_Riyadh Branch

Prepared by Dr. Hijjo_Riyadh Branch Two senses of control: 1- The first one is managed by continuously Monitoring how far the outputs of the process are from what you want, and adjusting the input accordingly. The second kind of control is managed by using prior knowledge of the process and / or using skill to set the process up in advance in such a way that it will deliver the results you want. The control of the first kind is known ‘closed -loop’ or feedback control. The control of the second kind is known as open-loop or feed-forward control Prepared by Dr. Hijjo_Riyadh Branch

Prepared by Dr. Hijjo_Riyadh Branch Open loop control: For the open-loop control elements illustrated by an electronic toaster; see figure 8.1. Drawbacks: 1- You need to know in advance what you have to do to get the right results. 2- the controller has no means of adjusting itself to meet unexpected conditions. Closed-loop control: Closed-loop, or feedback, control takes the basic open loop system, and adds Prepared by Dr. Hijjo_Riyadh Branch

Prepared by Dr. Hijjo_Riyadh Branch On extra elements that checked how things have going at the output, compare this to the goal, and then take action to reduce the deviation between output and goal in a continuous cyclic process. “ Closed-loop control is also called control by negative feedback, because as a result of the cyclic feedback action the deviation is reduced”. (See figure 8.2 the diagram of the toast making process with closed-loop control) Prepared by Dr. Hijjo_Riyadh Branch

Prepared by Dr. Hijjo_Riyadh Branch A closed-loop method involves feeding information back from the output through standard setting comparison process, so that future inputs can be adjusted appropriately. Positive feedback It occurs when the change is happening in the same direction. Prepared by Dr. Hijjo_Riyadh Branch

Prepared by Dr. Hijjo_Riyadh Branch Structure and process Structure refers to the stable and unchanging aspects of something. Process refers to the fastest moving events that happen against the backdrop provided by the structure. In systems language the assembly of interconnected parts is its structure and doing something is the process. Requisite design of organizations Prepared by Dr. Hijjo_Riyadh Branch

Designed and emergent structure Designed structure is part of the structure that is formal Emergent structure is part of the structure that reflect informal networks and personal relationships The role of the hierarchy Bureaucracy as taylorist scientific management approach. “It is becoming less appropriate to think of organizations as elaborate machines built in highly specialized tasks, and more appropriate to think of them as networks, organisms or learning organizations that can adapt and change intelligently as conditions demand. Prepared by Dr. Hijjo_Riyadh Branch

Prepared by Dr. Hijjo_Riyadh Branch Structures that meet communication needs: Radial Sequential Reciprocal interdependences (see page 75). Uncertainty and structure Two options 1- reduce the hierarchy’s information handling load. 2- increase the hierarchy’s information handling capacity. Failure of organizational structures Prepared by Dr. Hijjo_Riyadh Branch

Prepared by Dr. Hijjo_Riyadh Branch Remedy with two approaches for structural change: 1- top-down approach, Engineered or goal Oriented change. Works well with passive components. 2- The bottom up approach or process-oriented or participative change Evolutionary rather than revolutionary Organizational development A particular approach to organizational change Total Quality Management where elements of top-down and bottom up are combined and change became structural. Prepared by Dr. Hijjo_Riyadh Branch

Prepared by Dr. Hijjo_Riyadh Branch Organizational learning & learning to learn Single-loop learning via institutionalize IS Double-loop learning failed with bureaucratic organizations’ approaches How to facilitate learning to learn Openness, explore different viewpoints, don not impose structures of action upon organized setting, make interventions to help implement the above principles Prepared by Dr. Hijjo_Riyadh Branch

Prepared by Dr. Hijjo_Riyadh Branch For example: The Japanese Ringi as an example It is a collective decision making process in which a policy document passes from manager to manager for approval.” By encouraging an approach to management that explores and defines appropriate limits or values, we have a means of promoting continued double-loop learning whereby actions are always evaluated in relation to relevant standards. Action emerges as a result of the learning process: it is not imposed”. Prepared by Dr. Hijjo_Riyadh Branch

Prepared by Dr. Hijjo_Riyadh Branch The Holographic organization: Hierarchical structure and the image of a machine. Holographic and the image of a brain Morgan challenges this image. He identifies a set of hologram-like properties in the brain, and suggests that these offer an excellent metaphor for an organization. Principles of holographic design 1. Redundant functions 2. Requisite variety Prepared by Dr. Hijjo_Riyadh Branch

. Minimum critical specification ( capacity for self-organization) . Learning to learn Organizational culture Handy distinguishes 4 types of cultures: Role cultures power culture task centered culture person-centered cultures Prepared by Dr. Hijjo_Riyadh Branch