Chapter7UnderstandingOrganizations?2012PearsonEducation,Inc.Allrightsreserved.IntroductionOrganizationscomprisethebuildingblocksoflargermacrosystemsTheorganizationmaybeonethatdoesnotfunctionwellDefiningOrganizationsGrowthoftheself?2012PearsonEducation,Inc.Allrightsreserved.IntroductionToday’ssocietywasmadeinlargemeasurebytheriseofan“organizationalized”structureTheubiquityoforganizationsistrueinhumanservicesClientsoftenseekhelpbecausetheyhavebeenunabletoobtaineducation,employment,assistance,orotherresourcesfromorganizations?2012PearsonEducation,Inc.Allrightsreserved.IntroductionUsingTheoryTherearemanydifferentorganizationtheories,&eachemphasizescertainvariablesTheoriesasFramesandFiltersMetaphorsusedtodescribeorganizationsFactory,family,jungle,temple,carnival?2012PearsonEducation,Inc.Allrightsreserved.BureaucracyandOrganizationalStructureRecognizingthatmembersalsohavevaryingskillsandinterests,effortsareUsuallymadetomatchindividualswithtasksMaxWeberTraditionalAuthorityCharismaticAuthorityRational/LegalAuthority?2012PearsonEducation,Inc.Allrightsreserved.BureaucracyandOrganizationalStructureStrengthsInsomeways,thepracticeofsocialworkfitswellwithbureaucraticorganizationWeaknessesDescribinganorganizationas“bureaucratic”typicallyconjuresimagesofavast,impersonal,monolithicbodythatisanythingbutefficient?2012PearsonEducation,Inc.Allrightsreserved.ManagementTheoriesScientificandUniversalisticManagementPyramidalShapeSingleSupervisorRestrictedSpanofSupervisionAutonomyinRoutinePerformanceSpecializationbyTaskDifferentiationofLineandSupportFunctions?2012PearsonEducation,Inc.Allrightsreserved.ManagementTheoriesStrengthsWeaknessesHumanRelationsHumanrelationsschoolThisviewhaditsoriginsintheso-calledHawthornestudiesconductedinthe1920sImplications?2012PearsonEducation,Inc.Allrightsreserved.ManagementTheoriesStrengthsHadanimportanteffectonorganizationalthinkingWeaknessesItispossibletooverestimatetheimportanceofsocialfactorsinorganizationsTheoryXandTheoryYStrengths?2012PearsonEducation,Inc.Allrightsreserved.ManagementTheoriesWeaknessesManagementbyObjectives(MBO)AlternativecoursesofactionStrengthsProducingclearstatementsWeaknesses?2012PearsonEducation,Inc.Allrightsreserved.OrganizationalGoalsandtheNatural-SystemPerspective“IronRuleofOligarchy”O(jiān)rganization-as-organismOrganization-as-jungleStrengthsOrganizationalandmanagementtheoryWeaknesses?2012PearsonEducation,Inc.Allrightsreserved.DecisionMaking“Boundedrationality”CategoriesofconstraintsDecision-makinginorganizationsmaybethoughtofasarisk-managementprocessStrengthsWeaknesses?2012PearsonEducation,Inc.Allrightsreserved.OrganizationsasOpenSystemsUnderstandingOpenSystemsOrganismicanalogyCyberneticsystemsStrengthsWeaknessesContingencyTheory“Mechanistic”and“organic”?2012PearsonEducation,Inc.Allrightsreserved.OrganizationsasOpenSystemsThestabilityoftheenvironmentisacriticalcontingencywhereinananalysisofOrganizationalstructure&leadershipshouldrestAdaptiveresponsestoenvironmentalchangearecrucialTaskenvironmentStrengths?2012PearsonEducation,Inc.Allrightsreserved.OrganizationsasOpenSystemsContingencytheoristsacceptedthepremiseoftheopen-systemsmodelthattheenvironmentiscriticalinunderstandinghoworganizationsbehaveWeaknessesContingencytheory’sassumptionthatrationalitywillprevailintheseorganizations?2012PearsonEducation,Inc.Allrightsreserved.ContemporaryPerspectivesPowerandPoliticsOrganizationalCultureElementsofCultureDiversityasanElementofCulturePursuingExcellenceABiasforActionStayingClosetotheCustomer?2012PearsonEducation,Inc.Allrightsreserved.ContemporaryPerspectivesAutonomyandEntrepreneurshipProductivityThroughPeopleHands-On,ValueDrivenSticktotheKnittingSimpleForm,LeanStaffSimultaneousLoose/TightPropertiesSense-Making?2012PearsonEducation,Inc.Allrightsreserved.ContemporaryPerspectivesQuality-OrientedManagementTheoryZTotalQualityManagementEvidence-BasedManagementOrganizationalLearningAnalysisofContemporaryTheories?2012PearsonEducation,Inc.Allrightsreserved.SummaryHelpsocialworkersmake