Organizational theories

Natalie & Melissa

Organizational theories

Start

Before we begin, please organize yourself into 6 discussion groups. Have one member come up and pick the assigned group number.

clue

collectives of people working together to accomplish a goal or mission

Next

types of organizational sectors

NGO

For- Profit

Governmental

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Goals

social care

social control

Rehabilitation

directed toward controlling the behavior of people deemed "deviant" and interfere with the ability of others

directed toward changing the environment in order for people to improve quality of life and reach their maximum potential

directed toward changing individuals so they will have improved quality of life and better opportunity to reach their fullest potential

How would you describe your internship's goals? Do they focus more on social care, social control, rehabilitation, or a combination of all? Give an example from your program.

Importance of Organizational Theories

As social workers, we must understand the organizational context within which we work and for the quality of lives for the individuals who seek services. This is essential to determining whether people are receving the resources necessary to improve their QOL.

Classical Theories

framework utilizing science as the ideal approach to understanding organizations

Scientific Management Theory

• structuring and managing organizations with scientific, objective, and quantitative dimension.

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Human Relations Theory

Hawthorne Effect: workers are motivated to produce by economic rewards, individual attention, and concern

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BUREAUCRACY THEORY

Criticism

cOMPONENTS

"Red tape": endless amount of paperwork and forms completed to access services. Informal group behavior is not a relevant factor. Operates in a closed system-- not affected by environment.

1. Structure of authority 2. Hierarchy of Authority 3. Written Records 4. Specialized Training 5. Organizational Responsibilities over Life 6. Stable & Comprehensive Rules 7. Vocation 8. Managers vs. owners 9. Resources free from outside control

theory x and theory y

theory Y

Theory x

Assumes that human motivation is more consistent with human relations theory.

A belief on part of managers that their role is to direct and control the activities of workers.

• They are lazy and will avoid work if at all possible.
• They are antagonisitc and cannot be trusted.
• They must be coerced into putting forth the effort to work.

• People are inherently good.
• They do not inherently dislike and avoid work.
• They are self directed and exercise self control in their work if they are committed to the organization's goals.

Is Theory Y universally superior to Theory X? Can Theory X be necessary in specific situations? How can these assumptions directly influence the performance of a individual or team?

Systems Perspectives

The middle ground between Traditional and Alternative paradigms.

• significant reliance on scientific and quantitative tools (Traditional)
• integrated holistic perspectives on organizations and their environment (Alternative)

Open Systems

1. Energy: External environment brings in material and human resources
2. Throughput: the energy is used to produce products, train people, or provide services.
3. Output: Products are sent into the external environment
4. Cycle: The pattern of energy exchange is used to purchase additional material to repeat the cycle.
5. Negative entropy: Use energy to create additional energy and prevent decay
6. Feedback: Receive information on their performance to correct problems
7. Homeostatis: Dynamic state of change
8. Differentiation: Development toward greater complexity and specialization of functions
9. Equifinality: A system attaining its goals through different processes and paths

Contingency Theory

The effectiveness of any organizational action is determined in the context of all the other elements and conditions withing the organization

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Organizational Life cycle Theories

organizations progress through a sequence of developmental stages over time.

comparison

Criticism

Phases

1. Birth: new firm is attempting to become a viable entity.
2. Entrepreneurial: simple and informal structures
3. Growth: is established and enjoying some success in the area of expertise.
4. Maturity: production stabilizes, innovation begins to stall, and a bureaucratic structure is established
5. Revival: diversifying and expanding services, structures, and products.
6. Decline: lack of innovation and external problems.

Phases are not linear and organizations do not move from one stage to the next. They can jump from different stages and follow different sequences.

Types of leadership theories and organizational theories

• Organizational theories
• Ethical climate
• Organizational change theory
• Critical theory of organizational
• Feminist approaches to organizations
• Network organization
• Chaos/ complexity theory and organizations
• Diversity management
• Technology and organization

• Leadership theories
• Inclusive leadership
• Authentic leadership
• Ethical leadership
• Servant leadership

Leadership perspectives

Leadership is a process of influencing others to achieve common goals together -The effectiveness leadership depends on context such as what work in one situation may not work in others

Effectiveness leaders demonstrate a combination of: - Character -Problem solving and analytical skills -innovations and being able to adapt -Effctive communication -Ability to inspire and motivate others -Trust building & interpersonal skills Collaboration and change leadership Accountability and focus on results commitment to self and other development.

Key leadership traits

• High energy and stress tolerance
• Self confidence and belief in one’s ability
• Internal locus of control
• Emotional stability and maturity
• Personal integrity and honesty

Why leadership effectiveness dependent on organizational context?

Organizational culture

Shared values, beliefs, and assumptions

• Learning and teaching to new members
• Often be unconscious or “take for granted”
• Leaders play a major role in shaping culture.

Ethical leadership

Authentic Leadership

• Leaders model ethical behavior
• Learning through observation
• Based on social learning theory

• Leaders seek employee input
• Encourage open communication
• Promote participation in decision making

Core components of leadership

Servant leadership

• Self awareness
• Recognition of strengths and weaknesses
• Role modeling inclusive behavior shared goals for inclusion

• Leadership prioritize the growth and needs of followers
• Leadership as services, not power

Core characteristics:

• Listening, empathy, healing
• Awareness and ethical decision making
• Persuasion, foresight, and commitment to developing

Can a strong organizational cultures limit a leaders ability to create change? Why or why not?

Organization change

• Leaders in HSOs are required to face growing pressure
• Human services organizations recently embraced change in research
• Early scholarship was based on consultant experiance and success stories, or limited case studies, which restricted its practical application
• Leadership process that aligns people and system toward a desired future state.

Compnents are...

• development change- Manageable internal changes improve operastions
• Transitional change- Moderate change replaces old operations
• Transformational change- reshapes organizational culture

Planned Organizational Change

• Setting a change goal- Change begins by identifying needs
• Assessing organizational conditions- analyzes readiness and context
• Choosing a strategy- Change strategies guide actions plans
• implementing the change tactics and specific change technologies- certian actions that follows with the strategy
• Assessing outcomes of the change process- evaluation measures process and outcomes

Critical and Feminist perspectives on organizations

• Feminist theroy emphasizes relationships, care, and interdependence, rather than formal organizational structures
• Feminist organizations are flexible, relationship -centered, and politically active often aligned with wider social movements.

• Critical theroy challenges power and inequality
• Key promises of critical theroy include:
• Organizational structures are shaped by choices, not nature
• Management interest are not universal
• Organizational culture often reinforces dominant group power

Network, Complexity, and Technology driven Organizational Theroies

• Technology transforms organizational life
• Expands communication and enagement
• Enhances services delivery options
• Digital tools support organizational goals
• Email, social media, cloud tools
• Technology may create inequalities
• Access and usability matter

• Network relies on informal collaboration
• Organizational rely on networks to succeed

• Organization adept without rigid control

Don’t forget to publish!

the production of the maximum amount of output for the least amount of input

Efficiency

the degree to which the goals or purposes of an organization are accomplished

Effectiveness

1. Science of Work: studying what is needed to be done to accomplish more efficiently and uniting workers & machines into one smooth process 2. Selection & Training: workers fitness for a task and training them to efficiently accomplish 3. Management: monitoring works to ensure job performance with scientific principles 4. Manager's Role: regulations and procedures of how tasks are to be carried.

4 Principles

Private for-profit

businesses and corporations organized with the primary goal of making an economic profit

the environment surrounding the organizations have little impact on the organization itself.

Closed System

organizations are very influenced by the larger environmnet in which they exist.

Open System

Criticism

• There is not enough attention paid to suprasystem issues that form and continuously change the larger environment in which organizations exist and function

Criticism

• High performance is obtained through respect for innate human capacities and capacity for person growth rather than manipulation.

Governmental

the public sector that includes local, state, national, and international governmental organizations

• informal group structure
• people- oriented prespective: every person is unique & unpredictable
• social factors are more important in determining performance than environmental/economic factors

Components

Belief that what was good for the organization's owners and managers at the top of the hierarchy was good for the lower- level workers

Criticism

Private not-for- profit

comprise of the voluntary or civil sector that include a wide range of organizations that provide civic and human services funded by private citizens, fundraising organizations, or privately funded foundations.