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Management in Organizations - Coggle Diagram
Management in Organizations
Organizational Life Cycles
The Stages of Organizational Life
Downs (1967)
Proposed the 3-stage life cycle
(the rigidity cycle for bureaus)
Struggle for autonomy to build political support
By
Zealots
Advocates
Stage of rapid expansion
emphasize innovation
Deceleration phase
concentrate on elaborating
Rules
Coordination
Quinn and Cameron (1983)
Proposed the 4-stage life cycle
Collectivity stage
Formalization & Control stage
Entrepreneurial stage
Elaboration stage
Organizational Decline and Death
Vulnerability and Loss of Legitimacy
Environmental Entropy
Political support
Resources
Responses to Decline
Aggressively strike
Tactics for responding to decline
Charles Levine (1980)
External economic/technical
Environmental entropy
Internal political
Political vulnerability
External political
Problem depletion
Internal economic/technical
Organizational atrophy
Passively react
The Ultimate Decline: Organizational Death
Kaufman (1976)
Federal agencies have a strong tendency to endure
Starbuck and Nystrom (1981)
Government agencies and industrial corporations have similar death & survival rates
Peters and Hogwood (1988)
public organizations may be quite change-resistant
Can revitalize themselves after periods of decline
Lewis (2002)
Emphasized the major role of political processes
Innovation and Organizations
Rogers and Kim (1985)
The classical diffusion model
Attributes of innovations that affect
their implementation
Communication channels in the social system
Rate of adoption of innovations
Members of the social system
Mone, McKinley, and Barker (1998)
Organizations will respond to
decline with more innovation
Power is more widely diffused
Mission is not strongly institutionalized
Innovation in Public and Nonprofit Organizations
Linden (1990)
7 characteristics for innovative managers
Strategic action
Holding on and letting go
Creating a felt need for change
Starting with concrete change
Using structural changes
Dealing with risk
Using political skills
Borins (1998)
3 main paths for successful innovation
Politicians responding to crises
Newly appointed agency heads restructuring organizations
Midlevel and front-line workers responding to internal problems
Light (1998)
4 factors that make up the organizational
ecosystem for innovation
External environment
Internal structure
Leadership
Internal management
Large-Scale Planned Change
Resistance to Change
Reasons behind it
Being costly
Being troublesome
Being unfamiliar
Being threatening
Difficult to understand & accomplish
Types of Change
Daft (2013)
4 types of change
Administrative changes
Changes in products and services
Technology changes
Human resource changes
Tichy (1983)
3 approaches to organizational change
political
technical
cultural
Golembiewski (1986)
3 types of change
Alpha change
change from one level to another
Beta change
a similar change in degree
Gamma change
a general change
Organization Development
OD Interventions and Change Processes
Base on the action-research model
OD Intervention Techniques
organization-wide survey-feedback processes
grid OD projects
quality-of-work-life programs
management by objectives projects
intergroup conflict management procedures
team-building techniques
role negotiation process
process consultation
OD Effects and Controversies
Critics
argue the lack of substantive theory and theory-based
argue that OD concentrates on human resource issues in organizations
OD in the Public Sector
Golembiewski (1969,1985)
5 primary structural constraints that hinder OD in government
Multiple actors have access to multiple authorities
Confl icting interests and reward structures complicate the problem
The administrative hierarchy is fragmented and weakened
Weak relationships between career civil servants and politically appointed executives
Political system continually shifts its emphasis among several goals
Success and Failure in Organizational Change
Greiner (1967)
Patterns of Successful Organizational Change
Pressure and Arousal
Intervention and Reorientation
Diagnosis and Recognition
Invention and Commitment
Experimentation and Search
Reinforcement and Acceptance
Kotter (1995)
Steps for Successful Organizational Transformation
Establish a sense of urgency
Form a powerful guiding coalition
Create a vision
Communicate the vision
Empower others to act on the vision
Create short-term wins
Consolidate improvements and produce further change
Institutionalize the new approach
Fernandez and Rainey (2006)
Determinants of Successful Implementation of
Organizational Change in the Public Sector
Ensure the need
Provide a plan
Build internal support and overcome resistance
Ensure top management support and commitment
Build external support
Provide resources
Institutionalize change
Pursue comprehensive change
Two Contrasting Cases
The “O Area” Reforms in the Department of State
unsuccessful effort to decentralize decision making and eliminate levels of hierarchy
Modularization of Claims Processing in the Social Security Administration
Conditions for a Successful Change
A durable power center
Appropriate timing for collective support
A comprehensive, clear, realistic alternative process
The Performance of Public Organizations
Many public organizations perform very well
Downs and Larkey (1986)
one national study found that federal agencies showed higher rates of increase in productivity
during the late 1960s than private firms
Profiles of Corporate Excellence
Peters and Waterman (1982)
paradoxical aspects in companies’
approaches to management
A bias for action
Staying close to the customer
Valuing autonomy and entrepreneurship
Enhancing productivity through people
A hands-on, value-driven approach
Sticking to the knitting
A simple form and lean staff
Simultaneous loose and tight properties
Ouchi (1981)
Japanese management
lifetime employment and avoid layoffs
develop trust
work groups
development of philosophies that guide organizational objectives
Research on Effective Public Organizations
Gold (1982)
studied characteristics ten successful organizations
They emphasized clear missions and objectives
The people in the organization saw it as special
Management placed great value on the people
The managers emphasized innovative ways of managing
Management emphasized delegation of responsibility and authority
Job tasks and goals were clear
Their aim was to challenge people and encourage their enthusiasm and development
Hale (1996)
summarized the values of high-performance public agencies
Learning
A focused mission
A nurturing community
Enabling leadership
General characteristics of high-performance
government organizations
Mission or Public Orientation
Leadership and Managing Employees
Task Design and Work Environment
Developments in the Pursuit of Effective Public Management
Total Quality Management (TQM) programs
Tenets frequently quoted in the TQM literature
Publish a statement of company purposes for all employees & encourage commitment
Have everyone in the company learn and adopt the new philosophy
Constantly improve the production system
Institute training, teach leadership skills, and encourage self-improvement
Drive out fear and create trust and encourage innovation
Use teams to pursue optimal achievement of company goals
Eliminate numerical production quotas,
and concentrate on improving methods
Remove barriers to pride of workmanship
(Cohen and Brand (1993); Dean and Evans (1994)
Well-developed TQM programs tend involves
emphasis on defining quality in terms of customer
Working with suppliers to improve their relationship
Measurement and assessment of quality at all phases of production
Teamwork, trust, and communication
Well-developed training programs
A broad organizational commitment to the process
The Reinventing Government Movement
Osborne and Gaebler (1992)
strategies for entrepreneurial
government
catalytic government
community-owned government
competitive government
mission-driven government
results-oriented government
customer-driven government
enterprising government
anticipatory government
decentralized government
market-oriented government
The National Performance Review (REGO)
Major Priorities and Initiatives
Cut Red Tape
Put Customers First
Empower Employees to Get Results
Cut Back to Basics
The President ’s Management Agenda
Issued by the second President Bush
5 primary government-wide initiatives
Strategic Management of Human Capital
Competitive Sourcing
Improved Financial Performance
Expanded Electronic Government
Budget and Performance Integration
Performance Measurement and the PART
Developed by the George W. Bush
Program Assessment Rating Tool (PART)
The Human Capital Movement
Human capital cornerstones
Leadership
Strategic human capital planning
Acquiring, developing, and retaining talent
Results-oriented organizational culture
Privatization and Contracting Out
Managing Privatization
Different forms of privatization of public services
Granting a franchise to private operators
Providing vouchers to service recipients
Using volunteers
Providing subsidies and fi nancial incentives
Initiating self-help or coproduction programs
Selling off or shedding activities to private operators
Privatization Pitfalls and Ironies
That increases demands for excellence in public management instead of alleviating them
Conditions for Successful Privatization and
Contracting Out
environment
Bidders
Political environment
Resource support
Legal and institutional environment
goals and values
leadership, strategy and culture
structure
Specialization and responsibility
Departmentalization or subunits
Hierarchy and centralization
Rules and regulations
process
Power relationships
Decision-making processes
Communications
Change and innovation
People
performance and effectiveness