Chapter 14, Module 1: Conceptual and theoretical foundations of organizations.

Question 1

Definition of Organization

Answer 1

A organizaiton is a group of people who have common goals and who follow a set of operating procedures to develop products and services.

Question 2

How is worked organized? Two paradigms

Answer 2

• Taylorism
• Sociotechnical systems

Question 3

Definition Taylorism

Answer 3

Taylorism is the name of the first ‘grand theory’about the organization of work, that offically is called scientific management (1911).
- Its main objective is to imporve labor productivity by reorganizing the division of labor.
- Optimizing production by reorgnizing how people work.

Question 4

Characteristics of Taylorism

Answer 4

• Taylor rejected the notion that manufacturing could only be performed by craft production methods (manual labor).
• According to Taylor, these production methods were highly inefficient and could benefit when the execution of work is divided.
• Instead of one person doing everything, a large collection of people do something.

Question 5

Definition organization structure

Answer 5

The organizational structure refers to the formal way that an organziations is designed in terms of:
- division of labor (who does what)
- delegation of authority (who reports to whom - control)
- span of control (how many does one dirrectly control).

which are key characteristics that define how the organization operates.

Question 6

Key conceps of Organizational structure

Answer 6

• Division of labor (who does what)
• Specialization/departementalizaition (who does what where - grouping)
• Centralization (who decides what and where).
• Formalization (how are processes standardized).
• Span of Control (how many subordinates are supervised by a supervisor).
• Hierarchy (who reports to whom). ——
• Structure (how is the organization organized on these aspects)
• Organizational chart (diagram of an organization’s structure).

Question 7

Division of Labor

Answer 7

Work is seperated and divided;
- Thinking is seperated from execution
- Regulation/control is seperated from execution
- Execution is divided into sub-tasks (task is simple and repetitive)

Question 8

Span of control

Answer 8

A concept that descirbes the number of positions or people reporting to a signle individual - the width - in an organization. A narrow span means tight leadership (supervision) and many managerial layers. Wider span means loose leadership (support) and few managerial layers.

Question 9

Centralization

Answer 9

Means that the decision-making power is concerntrated within a group in the organization.

Question 10

Decentralization

Answer 10

The decision-making power is distributed across the organization so more peole can decide.

Question 11

Formalization

Answer 11

is the extend in which protocols are in place.

Question 12

Classical organization theory

Answer 12

“Scientific Managment”is a universal approach, where the management solely supervises and the employees are expeted to execute simple tasks. Is based on the following principles;
- Seperating thinking form doing
- Seperating control and execution
- Division of work in sub-tasks

Question 13

The human relations theory

Answer 13

Adds a personal or human element to the study of organizations. Considers the interrelationship between an organization’s requriemetns and the characteristics of its members.

Question 14

Theory X

Answer 14

Theory developed by McGregor to describe managers wo belief subordinates must be controled to meet organizational ends.

Question 15

Theory Y

Answer 15

Developed by McGrogor to describe managers who believe subordinates are motivated to meet goals in the absence of organizational controls.

Question 16

The contingency theory

Answer 16

Theory of organization are theories proposing that the best way to structure an organization depends on circumstance of the organization.

Question 17

Three types of organizations;

By Joan Woodward

Answer 17

• Small-batch organization: organization that produces specialty products one at a time.
• Large-batch and mass-production organization: Produces large numbers of discrete units.

Question 18

Authority

Answer 18

The inherent rigts of an managment positoin to exercise power and give orders.

Question 19

Unity of Command

Answer 19

Unity of command menas that a subordinate is supposed to operate and report to only one supervisor.

Question 20

14 Principles of Management

Fayol, 1916

Answer 20

• Division of Work
• Autority and responsibility
• Discipline
• Unity of command
• Unity of direction
• subordination of Individual interest
• Remuneration
• The degree of centralization
• Scalar Chain
• Order
• Equity
• Stability of Tenure of Personnel

Question 21

Ideal Bureaucracy

Weber 1921 / 1947

Answer 21

• Fixed specialized task per position.
• Strong hierarchical organization with a formal power structure.
• Emphasis on formal standardized regulations
• Assignment / improvement based on skills
• Seperation of ownership and operations
• Right / duties are ‘position-based’
• Documentation of decisions, rules and activites

Question 22

Specialization / Departmentalization

Answer 22

The actual grouping of work processes (activities) into specific task (specialization) and departments (departmentalization) - there is wehre the diviosn o flabor actually happens.

Question 23

Typology of Taylorism

Answer 23

• Division of Labor = High
  - Span of control = Low
• Specialization = High
• Departementalization = High
• Centralization = High
• Formalization = High

Question 24

Some characteristics of Tayloristic jobs;

Answer 24

• Ultra short work cycles
• Meaningless work (one single activity)
• No variety of task
• No control
• No preparatory tasks
• Work pace completely determined by the assembly line; this decreased human motivation

Question 25

National culture, consist of 4 dimensions

Answer 25

The culture of a country while the organizational culture is the culture of a company. **- Power distance;** if low power distance then people want to equalizae the distribution of power. If high power distance then people accept a hierachical order in which everybody has a place and expect that power in distributed unequally. **- Individualism**; peope take care for themselves and collectivism is that you care for each other in exchange for unquestioning loyalty. **- Masculinity**; the society is competitive and want to win and achieve things. Femininity stands for cooperation and work together. - Uncertainty avoidance; The degree to which the mebmers of society feel uncomfortable with uncertainty and ambiguity.

Question 26

How is work organized? | Phase 1 - Social Engineering (1905-1935)

Answer 26

- Scientific management (Frederick taylor); A theory of management in which the main objective is to improve labor productivity by the mechanization of production. - Greatly influenced industrial pioneers; who wanted to create efficient organizations - Organizing principle; maximum division of labor (worker is extension of machine) - Social ideal; Stable incomes and wealth for everyone, increased prosperity - Typical problems; Lack of autonomy, alienation, low motivation

Question 27

From Taylorism to sociotechnical systems

Answer 27

These type of structures were eventually failing due to an increased complexity of the operational process and organizational environment. People had no autonomy, experienced low motivation. Sociotechnical systems provided an answer by proposing a radically different approach in how work should be organized.

Question 28

Sociothenical systems

Answer 28

The second 'grand theory'about the organization of work, which is a strong propagandist of an minimal division of labor. In organizing work, the integration of autonomy and performance is put central.

Question 29

Longwall method of mining

Answer 29

When mechanizing the mining process, one team is responsible to prepare the coal face, the other team extracts the coals, and the third transports the goals (high division of labor).

Question 30

Different stages of socialization are:

Answer 30

- Pre-arrival stage: before entering the organization. - Encounter stage: The stage in which a new employee experiences the values and finds out whether expectations are reality. - Metamorphosis stage; The stage in which a new employee accepts the norms, values, and beliefs of the organization.

Question 31

Socio-technical systems

Answer 31

Minimal division of labor - Integration of thinking and doing - Integration of execution and control - Combination of subtasks into a whole meaninful piece of work. Sel-managed teams, are autonomous teams who's members share leadership responsibility and hold themselves mutually responsible for achieving goals (self-directed work processess).

Question 32

Some characteristics of STS tasks

Answer 32

- Optimum variety of tasks within the job. - Meaningful pattern of tasks - Job makes clear contribution to the utility of product - Inclusion of preparation tasks (execution and control). This increase the human motivaiotn and performance.