Organisational Issues

Organisational Structure and Function Organisational Structure How structure impacts on function The nature of organisational intervention The nature of managerial activity

What is an organisation

Organisational Models of Structure (basics) Organisational Charts Division of Labour Span of control Job specialisation Horizontal differentiation Vertical differentiation Who makes decisions

Information Flow in Organisations Managerial flow (vertical) Functional flow (horizontal)

Theories of Organisations Bureaucracies Human Relations Theories Contingency Theories Organisational Dynamics models Organisational Culture

Bureaucracies A question of degree Depends on nature of activity

Human Relations Theories Mechanistic vs. Organic Theories X,Y and Z Argyris - Development model Likerts model Systems 1-4

Contingency Theories By Technology (Woodward 1965) Technical systems theory Sociotechnical systems theory

Organisational Culture Shared attitudes, values, beliefs and practices The question of safety culture

A critique of these models Not comprehensive Not falsifiable Post- hoc and descriptive Have roots in odd places, mainly sociology We are interested in doing things not describing them Useful as attitude change tools, not as prescriptions for action Remember this when you do the reading

The impact of structure on function or the impact of function on structure? Manufacturing cars Handling safety critical processes Designing software Flying aircraft

Some issues Creativity versus control Uses and abuses of procedures and standards Flat vs tall organisational structures The importance of communication The overriding importance of culture

Organisational Development Theories of little use in planning Eight stages –Acceptance –Goal definition –Data gathering –Data Analysis –Evaluation –Intervention –Monitoring –Iteration Need a wide range of professional skills

The nature of management Peters principle Operational Management Tactical Management Strategic management Small vs large organisations

What it takes to be a good manager People - a balanced view Deal with uncertainty Make decision with incomplete information Plan effectively

Case studies Challenger London Ambulance Service