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Organisational business - Coggle Diagram

- - - - "an organisation is the rational coordination of the activities of an number of people for the achievement of some common explicit purpose or goal, through division of labour or function, and through a hierarchy of authority and responsibility"
    - - a organisation is a social arrangement for achiveing controlled perfromance in pursuit of collective goal
  - - - the goals are more centerd to the top administators rather than the organisation as a whole.
- - - - Vertical
        
        formal reporting relationships including the number of levels and the span of control
        
        grouping of individuals into departments and grouping of departments into the total organisation
      - horizontal
        
        design os systems to ensure effective communication, coordination and integration of efforts
    - - mechanistic
        
        characteristics
        
        High Specialisation
        
        Departmentalisation
        
        Clear chain of command
        
        Narrow spans of control
        
        (usually tall hierarchies)
        
        Vertical communication and reporting systems
        
        Centralisation
        
        High formalization
        
        Designed for efficiency
      - organic
        
        characteristics
        
        Cross functional teams
        
        Cross hierarchical teams
        
        Free flow of information
        
        Wide spans of control
        
        (usually flat structures)
        
        Horizontal communication
        
        Decentralisation
        
        Low formalization
        
        Designed for learning
- - - - human factor
      - contingency approch
        
        organisational behaviour is always considered
        within the context in which it occur
      - ethics
      - process relational aproch
        
        organisational design, choices and strategies are always seen as
        ‘emergent’ and subject to processes rather than as fixed structures
  - - - team work
      - problem sovling
      - communication
      - leadership
      - ethics
      - strategic thinking
      - people management
    - - predict, address, maintain organisational effectivness
  - - - Speed
      - continuous cahnge
- - - - background
        
        19th centrey large scale industry
      - positives and negatives
        
        Workers
        
        Pros
        
        a fair days wage for a fair days work (this was disbuted?)
        
        improved industrial safety
        
        reduced discrimination
        
        for instance against immigrants
        
        Cons
        
        radically reduced power and autonomy
        
        made work extremely tedious
        
        dehumanized workers
        
        often associated with wider societal problems
        
        eg alcoholism
        
        Managers
        
        Pros
        
        massive increases in productivity
        
        increased management control
        
        advanced the professional standing of some managers
        
        contributed to an "ideology" of progress
        
        cons
        
        led to resistance that distrupted production
        
        strikes
        
        sabotage
        
        associated with low quality
      - relevence and impact
        
        "one best way" to perfrom tasks
        
        focus on efficiency
        
        total quality management
        
        training and scientific selection
        
        performance related pay and incentives
        
        management by objectivesand goal setting
        
        fordism
        
        assembly line reduced the average time of production down
    - - about
        
        neo-modernism
        
        organisational culture can ensure commitment
        
        reduce employee insecurity
        
        organisational development
        
        elton mayo and hawthorne experiments
      - relevence and impact
        
        people first - best envrioment for people
        
        employee needs, values and beliefs
        
        culture and psycological impact
        
        leadership and management
    - - creation
        
        Max Weber 1864 - 1920
      - Features of bureacucracy
        
        Division of labour
        
        complex work broken down into simple jobs
        
        Hierarchy of Authority
        
        accepted chain of command to direct individuals effort towards organisational goal acomplisment
        
        framework of rules
        
        effort directed and coordinated by rules
        
        impersonality
        
        hiring and promoting people on the basis of objective merit rather than favouritism
        
        on the basis of what they know rather than who they know
        
        formal selection
        
        technical competence members selected accordingly on the basis of training, qualifiction and education ect
      - Posititives and negatives
        
        pros
        
        humans will and intent can overcome negative features
        
        precision, harmony and routine can be aesthetically satisfying
        
        can achieve and deliver trust, predictability and sense of fairness
        
        formal procedures can enable fairness and meritocracy
        
        potential engine for social/organisational change
        
        leadership legitimised by expertise to prevent corruption
        
        Cons
        
        the "iron cage"
        
        foundation of materialism and machine production
        
        end in itself
        
        the bureaucratic virtuoso
        
        bureaucratic personalities driven by bureaucratic necessity
        
        bureaucrats detached from moral considerations (parceling out the soul)
        
        can be used to promote morally repugnant ends (normal to a bureaucrat
      - relevence and impact
        
        formal organisation and rational design
        
        planning, decision making and control systems
        
        formalisation
        
        hierarchy
        
        standardisation
        
        specialisation
        
        operational effectivness and efficiency
        
        "red tape"
- - - - similer to a team but no psychological contract involved and no interdependency involved
    - - 2 or more people psychologically contracted together to acheive a common goal
      - individuals involed share responsibility and accountability for outcomes
      - a teams performance includes both individual results and "collective work products" the key is common commitment
  - - - safety
      - survival
    - - belonging
      - identity
    - - increased performance
  - - - the systematic study and analysis of any interaction that occurs within and between groups
      - concern with:
        
        how groups form
        
        their structure
        
        their process
        
        how they function as a unit
      - evaluates:
        
        the group context
        
        structure and social processes
        
        the size
        
        the diveristy
        
        roles
        
        norms
        
        learning
        
        conflict
        
        group effecticness
    - - Informal
      - formal
    - - anxiety and Transferance
        
        anxiety driving roles
      - Group development (Tuckman and Jensen
        1977)
        
        forming
        
        storming
        
        norming
        
        performing
        
        adjorning