OT
OT 2019
OT 2019
1. Variation
Trigger (e.g. new technology) → new business models → startup
2. Selection
- economic efficiency (profitability)
- societal acceptance (legitimacy)
"From an organization ecology perspective, it is the environment which optimizes."
3. Retention
"Knowledge of previously successful forms is institutionalized in the socialization apparatus of societies - schools, families, churches, public agencies - and in cultural beliefs and values defended by dominant organizations and institutions."
7.3 Empirical Studies (exemplary)
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Effect of Size on Organizational Failure
Hypothesis: Liability of Smallness
Small organizations have higher failure rates because of:
- lack of reliability and legitimacy
- difficulty of raising capital
- problems of recruiting and training a workforce
- higher interest payments
- costs of compliance with regulations
Empirical Test: consistent with the argument
Effect of Age on Organizational Failure
Hypothesis: Liability of Newness
Young organizations ahve higher failure rates because of:
- need to learn new roles and create routines
- limited resources
- lack of endorsement (legitimacy)
- costs of compliance with regulations
Empirical test: no effect when size is controlled
Resource Partitioning Model of Organizational Ecology
7.4 Critical Appraisal of Organizational Ecology
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Importance of the Theory (3)
- Explanation of change in population of organizations
- New perspective in organizational research (focus on populations)
- Empirically testable
Critique on Organizational Ecology Theory (3)
- Concept of population is unclear and thus it is difficult to distinguish between populations
- Empirically: Foundation of new companies is not the dominant mechanism of variation, elimination of companies is not the dominant mechanism of selection
- Influence of individuals (e.g. managers) is ignored
Summary: Organizational Ecology as Organization Theory
Module 8: New Institutionalism
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8.1 Core Concepts: Legitimacy and Institutions
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Definition of Institutions
Societal rules or expectations that are taken for granted or treated like "facts"
Definition of Legitimacy
Legitimacy is a generalized perception that structures or actions of an organization conform to the existing institutions
8.2 Institutional Environments and Organizational Structures
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Technical Environment
- Products and services are exchanged through markets
- Organizations strengthen their competitive advantage by effective controlling of work processes
Main Criteria: Efficiency
Institutional Environment
- Demonstrate conformism with institutionalised rules
- This way gain legitimacy and support from the environment
Main Criteria: Legitimacy
Combination of Technical and Institutional Environement
Matrix
Institutional Environment
strong weak
strong bank, hospitals industrial companies
weak psychiatric hospitals, churche restaurant, fitness centers
Technical Environment
Structure of the Argument
Survival of organizations: Organizations, which include in their formal structure social legitimated and rationalized elements, maximize their legitimacy, ensure the flow of resources and so improve their survivability.
Organization Theories
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Module 1: The Pluralism of Organization Theories
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1.1 Introduction
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Two Diffferent Meanings of the Term "Organization"
- Instrumental Meaning
- Institutional Meaning
Instrumental Meaning
something
- is being organized
- = activity
- = function
- has an organization
- = result
- = configuration
Institutional Meaning
something is an organization
example: NGOs, government, school, university, companies, state, family, military, sport club, church, hospital
Which aspects characterize an organization? (4)
- structure
- actor/agency
- environment
- change
1.2 Organization Theory vs. Organization Theories
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Reasons for the Plurality of Organization Theories
Different
- objects of research
- disciplinary approaches
- ideas of theory building (philosophy of science)
Function of Organization Theories: Truth vs. Insight
"insight seeking"
"What will matter is how much insight and understanding can be extracted from the entire constellation of theories"
many theories can be true and they are all providing insight (not the same) = it is good to have different theories
1.3 Organizational Research Paradigms
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Definition of "Paradigm"
"A general perspective or way of thinking that reflects fundamental assumptions about the nature of organizations"
Often several theories within the same paradigm
Fundamental assumptions (2)
- Nature of the society: regulation vs. radical change
- Nature of social science: subjective vs. objective
Paradigms of Organization Research by Burrell and Morgan (Matrix)
Modul 2: Max Weber and the Concept of Bureaucracy
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2.1 Biography and Historical Background
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Max Weber (1864 - 1920)
Significance of this work
- one of the founders of German Sociology (next to Simmel and Tönnies)
- First studies on organizations
Historical Context
- Expansion of capitalism
- Rationalization of the worldview
- Growth of the administrative machinery in public & private organizations
= Rationality: Objectivity, Impersonality, Predictability
2.2 The Concept of the "Ideal Type"
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What is NOT the concept of the "Ideal Type"? (2)
- seeking to be consistent with reality
- to be understood as a normative ideal
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- 1 / 182
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Cartes-fiches
Research Goals (quotation) (3)
- point out the great loss which the whole country is suffering from inefficiency in almost all of our daily acts
- To try to convince the reader that the remendy for this inefficiency lies in systematic managment, rather than in searching for some unusual or extraordinary man.
- To prove that the best management is a true science, resting upon clearly defined laws, rules, and principles as a foundation. And further to show that the fundamental principles of scientific management are applicable to all kinds of human activites, from simplest individual acts to the work of our great corporations.
Aims (3)
- Realization of efficiency levels of labour similar to those of machines
- Optimization of the intensity of labour
- Prevention of shrinking and "soldering"
Center of "Scientific Management"
Experiments
3.3 Taylor's Principles of Organization and Management
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Assumptions about Human Nature (6)
- Workers are lazy by nature and solely seek to enjoy themselves
- Happiness is solely achieved through consumption
- Financial rewards are the most importatnt means of promptiong workers to work
- Since (1) and (2) are in contradiction with each other, human beings need discipline
- Since average workers do not understand the necessity of discipline, rules need to be imposed upon them
- Engineers are capable of defining such rules, because assumptions (1) - (5) do not apply to them
Division Between Manual and Intellectual Work
in the past
Entire knowledge about work processes possessed by the workers
→ Basis for shirking and "soldiering"
→ Knowledge based on dubious "rules of thumb"
Division Between Manual and Intellectual Work
New
- Systematic collection of workers' knowledge by the management
- Systematic evaluation of that knowledge through experiments
- Systematic division of work
- Workers: manual work
- Managers (specialists): analysis and coordination of work based on "scientific" methods (experiments)
Two different Types of Departments
- Planng Department
- Production Department
Planning Department
Planning foremen: route clerk, instruction card clerk, time and cost clerk
Production Department
Production foremen: gang boss, speed boss, repair boss, inspector, shop disciplinarian
Procedure of Tme and Motion Studies (5 steps)
- Division of tasks into elementary tasks
- Identification and elimination of unnecessary activities
- Identification of the mannes in which the most skilled workers perform the elementary tasks and timing of the fastest and most efficient mannor (stop watch)
- Documentation of the elementary tasks and the respective time necessary
- Extra time for
- Disruptions
- Learning
- Recreation
Task and Bonus
in the past
wage according to time or pieces accomplished
Task and Bonus
New
- definition of a specified work task
- payment of a fixed bonus if task is accomplished and reduction of bonus if not
Selection and Training of Workers (4)
- Tests as part of the recruitment process
- Self-selection of workers with regard to task-and-bonus system
- Work allocation according to abilities and skills
- Systematic development and training of workers
→ Creation of "first-class" work force
Conciliation of Worker and Manager
- Increase in productivity through "Scientific Management" meets the interests both of managers and workers, if surplus is shared
- "Scientific Managers" take control over production process
→ Transformation of the "management-labor conflict" into "management-labor cooperation"
3.4 Fordism
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Henry Ford (1863 - 1947)
Optimization of assembly-line technology (inspired by Taylor's theory)
Ford's Vision:
"I will build a car for the great multitude. It will be constructed of the best materials, by the best men to be hired, agter the simplest designs that modern engineering can devise. But it will be low in price that no man making a good salary will be unable to own one."
Principles of Ford (2)
- Work comes to Workers
- Standardisation
Work comes to Workers (3)
- Optimization of the layout of work stations in order to minimize distance between them
- Use of slideways, so workers do not have to move
- Use of slideways to determine working pace
Standardisation (2)
- Reduction of the range of products (one model, one colour)
- Increasing precision in the manufacturing of component part
Effects on Production at the Ford Motor Company (4)
- Reduction of the average work step
- Reduction of production time per car
- Reduction of working hours to 8 h, simultaneous doubling of wages
- Price reduction per car
Real causes of increased productivity disputed!
Increases in productivity partly observed already before the implementation of the assembly line.
3.5 Effects and Critical Appraisal
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Impact of Taylorism on Practice
Initially (5)
- Merely small number of larger companies with mass production at that time
- Resistance against "inflation" of the middle management
- Resistance of industrialists (and existing middle management) against loss of power on behalf of the new "scientific manager"
- Introduction of Taylorist principles considered too costly and time consuming
- Opposition from unions and industrial disputes
Impact of Taylorism on Practice
Later (3)
- Propagation of Taylorism by Lenin as appropriate form of management for the socialist state
- Increasing popularity of Taylorism through Fordism
- Still today many management concepts based on Taylorist approach (CIM, Reengineering)
Taylor's Ideas in Contemporary Management Practice (7)
- Management-labor coorperation
- Time and motion study
- Standardization
- Task
- Bonus
- Management training
- Scientific selection
Management-labor cooperation
Accepted: partly
Manifested in (outgrowth): Greater management-labor cooperation (but conflict not eliminated)
Time and motion study
Accepted: yes
Manifested in (outgrowth): Widespread use; standard times
Standardization
Accepted: yes
Manifested in (outgrowth): Standardization proccedures in many spheres; human engineering
Task
Accepted: yes
Manifested in (outgrowth): Goal setting, MBO, feedback
Bonus
Accepted: increasingly
Manifested in (outgrowth): proliferation of reward system, Scanion Plan
Management training
Accepted: yes
Manifested in (outgrowth): Management responsibility fo employee training
Scientific selection
Accepted: yes
Manifested in (outgrowth): development of industrial psychology and personnel management
Scientific Critique (4)
- "Science without theory"
- Lack of scientific rigour in experiments
- Simplistic concept of human being
- contradictory assumptions about the human nature of workers as compared to engineers
Practical Critique (4)
- Exhaustion of workers due to a lack of consideration of health issues
- Specialization and separation of manual and intellectual tasks are contrary to human needs
- Application limited to mass production
- Systematic de-qualification of workers
→ Counter movement "Human Relations"
→ Further developments (e.g.Tayloristic models of team work)
Summary: Scientific Management as Organization Theory
Modul 4: Human Relation Movement
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4.1 Historical Context
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Historical Context (4 factors)
- Development of the labor movement
- High labor fluctuation
- Application of socio-psychological practices and insights to improve work processes
- Integration of different social aspects into management philosophies
→ labor shortage
4.2 The Hawthorne Experiment
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Initiators of the Experiment (3)
- Fritz J. Roethlisberger
- William J. Dickson
- Elton Mayo (later involvement in the experiments)
