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Chap 6 & 8 - Coggle Diagram
Chap 6 & 8
How organizations' goals influence their other characteristics?
Public organizational goals
Vague and Intangible
Multiple and Conflicting
Ex) protect and develop natural resources
Research
Buchanan (1974, 1975)
Vagueness and value conflicts lead low motivation
Boyatzis (1982)
Need clear goals and performance measures
Organizational structure (rules and levels)
Inevitable bureaucracy
Increase bureaucratic complexity
Models of organizational effectiveness
The goal approach
Whether goal is achieved or not
Rational, orderly process
Far from turbulent, intuitive, paradoxical
Key role in MBO
Morrisey (1976)
Goals and missions, key results areas, indicators
Gross (1976)
Seven different groups of goals (satisfying interests, output, input, etc.)
The systems-resource approach
Whether an org. can attain resources
Business volume, market penetration etc
Molnar and Rogers (1976)
Higher the level of flowing in, higher the flowing out
More effective agencies appear effective exchanges
Critic: elements are same as the goal approach
Participant-satisfaction approach
Fulfills members needs
Share goals and work for it
Has limitation if participation is conceived too narrowly
Ethical and social-justice consideration
Degree of services to disadvantaged participants (Keeley, 1984)
Human resource and internal process approach
Research
Four-system typology (Likert, 1967)
Managerial grid (Blake and Mouton, 1984)
Leadership style, motivation, interpersonal trust, internal communication
Government performance project
Management subsystems (financial, human resources, IT)
Leadership and information
Program delivery, measurement, results evaluating
Competing values approach
Quinn and Rohrbaugh (1983)
Organizational focus (internal-external)
Control-Flexibility
Means and ends
Balanced scorecard
Financial, customer, internal, learning and growth perspective
Organizational structure
Dimensions of structure
Formalization
Whether a rule manual exists
Red tape
Burdensome administrative rules
Centralization
Location of decision-making authority
Complexity
Number of subunit
Influences on structure
Size
Relationship between complex and size
Environment
Institutional model
Technology and tasks
Perrow (1973)
Frequency and analyzability
Organizational design
Design strategies
Hierarchy of authority
Plans and goals
Spans of control
Environmental management (certainty), slack resources
Mintzberg (1979)
Positions
Job specialization
Superstructures
Coordinate positions
Lateral linkages
Between different functions
Decentralization
Major design alternatives
Functional structures
Product and hybrid structures
Matrix designs
Market and customer-focused designs
Geographical designs