...Home Paper 1 Date: 12-4-2012 Technical Core of Teaching and Learning The technical core of all Christian schools is integration of faith in teaching and learning. The technical level or technical core is the system of organizational activity where the actual product of the organization produced; in school it is exemplified by the teaching and learning in the classroom. (p.42) Learning occurs when experience produces a stable change in someone’s knowledge or behavior. It involves a change in individual’s knowledge or behavior. There are different theories which emphasis different areas of learning: the behavioral theory, the cognitive theory, and the constructivist theory of learning. (p. 43) There are three general learning perspectives – behavioral, cognitive, and constructivist – each of which helps us understand learning and teaching. The behavioral approach of learning emphasizes the importance of antecedents and consequences in changing behavior. There are two kinds of consequences – those that reinforce (strengthen) behavior and those that punish (weaken) behavior. Many students confuse negative reinforcement and punishment; reinforcement strengthens behavior, but punishment suppresses or weakens behavior. (p.43-46) Cognitive explanations of learning highlight the importance of prior knowledge in focusing attention, making sense of new information, and supporting memory. In the cognitive approach there are three kinds of knowledge – declarative knowledge, procedural knowledge...
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... Abstract The paper questions the fashionable ideas, that bureaucratic organization is an obsolescent, undesirable and non-viable form of administration, and that there is an inevitable and irreversible paradigmatic shift towards market- or network organization. In contrast, the paper argues that contemporary democracies are involved in another round in a perennial debate and ideological struggle over what are desirable forms of administration and government, that is, a struggle over institutional identities and institutional balances. The argument is not that bureaucratic organization is a panacea and the answer to all challenges of public administration. Rather, bureaucratic organization is part of a repertoire of overlapping, supplementary and competing forms co-existing in contemporary democracies, and so are market-organization and network-organization. Rediscovering Weber’s analysis of bureaucratic organization, then, enriches our understanding of public administration. This is in particular true when we (a) include bureaucracy as an institution, and not only an instrument; (b) look at the empirical studies in their time and context, and not only at Weber’s ideal-types and predictions; and (c) take into account the political and normative order bureaucracy is part of, and not only the internal characteristics of “the bureau”. 2 Making sense of public administration Is “bureaucracy” an organizational dinosaur helplessly involved in its death struggle? Is...
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...The Classical (Structural) Organizational Theory was introduced in the early 1900s, with an emphasis on the efficiency of the work process. Within this theory there are three schools of thought that include scientific management, bureaucratic management, and administrative management. Scientific Management looks at the best way to perform a job. Frederick Taylor is credited for the development of this principal. Taylor’s approach emphasized increasing productivity by focusing on the efficiency of the production process. Taylor believed that the only way to expand productivity was to raise the efficiency of the workers. He believed that doing this would create more work for more workers and increase production while shortening hours for workers. His theory states that jobs should be designed so that each worker has a well-specified, well-controlled task and specific procedures and methods for those jobs have to be strictly followed (Shafritz & Ott, 2001). This approach would keep workers mentally focused on the task at hand and eliminate the feeling of just putting in time. Production came first and works came second. Taylor developed four principals of scientific management: (1) discover the most efficient way to complete tasks, 2) designate workers to tasks which they are the most qualified to complete, 3) workers must be supervised and either rewarded or punished based on their performance, and 4) managements position consisted of planning and controlling (Shafritz &...
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...created in their minds associates and recognize organization to metaphors. The organizational culture and communication system determines the perception of the metaphors in the organization. Our research was carried out in the Dubai branch of XYZ Company, a Swedish telecommunication company, to provide an analysis of the organization by observing it from two metaphoric perspectives: the cultural and the political. Organizational culture encompasses values and believes of the founder and is reflected in the structure, the practices and procedures of the organization, determining the working atmosphere and behaviors of its employees. Through our research we tried to discover how the members of the organization perceive and portray their commitment in association to XYZ’s culture; its influence on decision making process and progress of the organization. Through the political metaphor, we view organizations as often formed and administered similarly to political systems, which can be run like autocracies, bureaucracies, democracies or a mixture of these. Within them, individuals and groups manage situations, personal or group interests through the use of negotiations, power and politics. They operate based on network of alliances just like in political systems. In our report we tried to understand how politics influence XYZ, identifying the consequences on both an individual and organizational level. Using metaphors and viewing organizations from a holographic prospective...
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...Theoretical discussion on the issue has been extended towards practical implications. Author stresses, that establishing a decision-making architecture, leaders of the organization can create learning and supportive environment, which encourages appropriate and limited use of discretion. Raktažodžiai: atskaitomybė, atsakomybė, diskretiškumas, etika, korupcija, sprendimų priėmimas. Keywords: accountability, responsibility, discretion, ethics, corruption, decision making. Introduction Few aspects of Public Administration engender more controversy than the idea of discretion. For most, the attitude toward the exercise of discretion must be described as ambiguous and even ambivalent. While the necessity of the exercise of discretion is not disputed, there is little agreement on the normative foundation (Bryner, 1987) for that activity. Yet without a normative foundation, there is little basis upon which to judge the exercise of discretion. Recent literature on ethical practices in the governments of Africa has boldly asserted that discretion leads to the breakdown of the rule of law and threatens the capacity to govern (Hope, 1999). Those who have witnessed the slow slide into corruption that has befallen many a nation make the reduction of official discretion a cornerstone of public sector reform. As Hope (1999) laments: Following independence, most African countries shamelessly transformed themselves from bureaucratic administrations that generally...
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...Understanding Ideology-Driven Organizations and their Structure. Submitted to Prof.George Kendathil & Prof. Pradhyumana Khokhle In Partial fulfillment of the requirements of course Organizational Behaviour-I (Macro) Submitted on: September 20 , 2010 By th Abrarali Saiyed Understanding Ideology-Driven Organizations and their Structure - Abrarali Saiyed Abstract: Study of most organizations is based on the principles put forth by Max Webber and is applicable directly to public and private enterprises rather than the social sector organizations. Organizational structure is known to follow the strategy adopted by the organization which in turn is influenced by the ideology that the organization follows. This paper attempts to examine how the ideological structure of organizations and alternative structures of control affect different organizational interests and outputs. Two propositions are identified; the first is Organizational ideology, politics, strategy and structure have significant impacts on the NGO’s strategy formulation and implementation and the second is NGO context affects approaches to strategy formulation and implementation as well as organizational structure and relationships. Introduction: NGOs- Part of the Social Service Sector: Management science attributed the study of organization to Max Weber, whose sociological agenda justified organizations as extensions of society, their organizational formats derived from religious beliefs, power and...
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...O RG A N I S AT I O N A L A N A LY S I S An organisation’s culture is not imposed but develops through social interaction. Critically evaluate this statement in relation to the Culture and Mechanistic perspectives. Introduction With new challenges and threats, there is a emerging need for an organisation to re-engineer or reinvent the way they do business. Today, more than ever as competition takes a global dimension, organisations needs not only to be able to adapt to its ever changing environment to survive but also rely on its core resources and competencies to achieve sustainable competitive advantage that eventually results in superiour value creation. Hence, the ultimate challenge is achieving the organizational goals effectively and efficiently through careful planning, organizing, leading, and controlling of the organisational resources. Well managed resources will lead to growth of both productivity and returns. According to Mullins (2005), applications of organisational behaviour and the effective management of human resources are dependent not only upon the nature of the industry or business, but also upon the characteristic features of the individual organisation - and its culture. Therefore, the organisation’s culture as a leadership concept has been identified as one of the many components that leaders can use to grow a dynamic company. So, what is organisational culture? Can it be imposed or developed through social interaction? We will hence answer the above...
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...A Report On Employee Demotivation Submitted to: Mr Shaiful Islam CEO Human Resource Department Grameen Phone Submitted by: Mr Khalid Mahmod(1020088) Director Mr Atiqur Rahman(1020102) Sales Executive Mr Taifur Rahman(1020099) Planning Executive Mr Toufiq Islam(1020077) Procurement Executive Date of submission: 22 November 2010 Grameen Phone Block-B,Road-16 Bashundhara Residential Area Dhaka 1217 Telephone:+8802 9987456 Fax:+8802 9652314 E-mail:info@grameenphone.com Websie:www.grameenphone.com ...
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...discipline until the 1960s” (Cunliffe, 2008, pp. 8). Currently however, Organization Theory is a common concept and has to be practiced every day by managers. For that reason, managers and administrators must be aware of the competitive advantage that derives from the thorough knowledge of organizational theories. Organizational literature offers a broad amount of tools that can help managers in their decision making processes. Even though theories are not rules, they are based on observation and data collection over the years, and are accepted among scholars (Vibert and Hurst, 2003). Consequently, learning the theories that scholars have written in the past (and in the present) help managers to create a portfolio of frameworks to solve the problems they might face in their organizations. Moreover, managers who excel the practice of organizational theories become more critical individuals; improve effectiveness within their organizations and develop the ability to predict organizational behavior. Based on the above, this paper pretends to put into practice the theories and concepts learned so far in the academic course Organization Theory. Accordingly, this script summarizes the practical analysis of the case presented in Jermier’s work “When the Sleeper Wakes”: A Short Story Extending Themes in Radical Organization Theory (Jermier, 1985). This critical analysis will focus on explaining the main concepts of the Anti-Theory; and then to compare and contrast the premises of this...
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...A summary of Robert Jackall’s Moral Mazes The theme of this work is that managers constantly adapt to the social environments of their organisations in order to succeed. In such contexts, they have no use for abstract ethical principles, but conform to the requirements of bureaucratic functionality. What implications follow for the ethical leader in business? Jackall found that managers assess their decisions against contextual criteria. Essentially, managers try to gauge whether they feel “comfortable” with proposed resolutions to specific problems, a task that always involves an assessment of others’ organisational morality and a reckoning of the practical organisational and market exigencies at hand. The notion of comfort has many meanings. When applied to other persons, the idea of comfort is an intuitive measure of trustworthiness, reliability, and predicability in a polycentric world that managers often find troubling, ambiguous, and anxiety-laden. Such assessment of others’ organisational morality is a crucial aspect of a more general set of probations that are intrinsic to managerial work. (p.13) Jackall notes that power in corporations is centralised at the top in the person of the CEO, while ‘responsibility for decisions and profits’ is pushed down the line as far a possible (p.17) This has ethical implications. The displacement of responsibility for decisions onto subordinates takes the burden from senior managers and the person at the top. Too much knowledge is...
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...Assessor/s:IQA: | | Learner Signature: | Learning Outcomes | To pass this unit, the student must achieve all the major learning outcomes as follows:1 Understand the relationship between organisational structure and culture2 Understand different approaches to management and leadership3 Understand ways of using motivational theories in organisations4 Understand mechanisms for developing effective teamwork in organisations. | Issue Date | | Final Submission Deadline: | Submission Date: | Signature of Assessor | | Signature ofInternal Verifier | | UNIT AIM The aim of this unit is to give learners an understanding of individual and group behaviour in organisations and to examine current theories and their application in managing behaviour in the workplace. UNIT INTRODUCTION This unit focuses on the behaviour of individuals and groups within organisations. It explores the links between the structure and culture of organisations and how these interact and influence the behaviour of the workforce. The structure of a large multi-national company with thousands of employees worldwide will be very different from a small local business with 20 employees. The way in which an organisation structures and organises its workforce will impact on the culture that develops within the organisation. The structure and culture of an organisation are key factors which contribute to motivating the workforce at all levels of the organisation. The Japanese were instrumental in developing a culture of ‘continuous...
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...advanced introduction to the heterogeneous study of organizations, including chapters on phenomenology, critical theory and psychoanalysis. Like all good textbooks, the book is accessible, well researched and readers are encouraged to view chapters as a starting point for getting to grips with the field of organization theory. Dr Martin Brigham, Lancaster University, UK McAuley et al. provide a highly readable account of ideas, perspectives and practices of organization. By thoroughly explaining, analyzing and exploring organization theory the book increases the understanding of a field that in recent years has become ever more fragmented. Organization theory is central to managing, organizing and reflecting on both formal and informal structures, and in this respect you will find this book timely,...
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...A. Organization An organization is a consciously coordinated social entity with distinct boundaries which functions to achieve goals. It has an activity system linked to the external environment (it does not exist alone). An organization consists of people, things, knowledge and technologies. Modernists’ assumption of reality is objectivism and view organizations are real entities which exist in the objective world. Organizations are viewed as real entities driven by rationality to achieve efficiency and organizational objectives/goals. When organizations are well-managed, they are systems of decision and action driven by norms of rationality, efficiency and effectiveness for stated purposes. Similar to modernists, critical theorists’ ontology is also objectivism, and organizations are real entities which exist in the objective world. However, critical theorists view organizations as objects used by capitalists for the exploitation and alienation of workers and the environment. Symbolic interpretivists believe that reality is subjective, and only exists if we give meaning to it. As such, organizations are socially constructed realities which are constructed and reconstructed by their members through symbolically mediated interaction. Without its members giving meaning to it, an organization does not exist. Postmodernists suggest that reality is constructed through language and discourse. Organizations are ‘imagined’ entities whereby power and social arrangements are reinforced...
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...In sociology, the iron cage is a term coined by Max Weber for the increased rationalization inherent in social life, particularly in Western capitalist societies. The "iron cage" thus traps individuals in systems based purely on teleological efficiency, rational calculation and control. Weber also described the bureaucratization of social order as "the polar night of icy darkness".[1] The original German term is stahlhartes Gehäuse; this was translated into "iron cage", an expression made familiar to English language speakers by Talcott Parsons in his 1930 translation of Weber's The Protestant Ethic and the Spirit of Capitalism.[2] This translation has recently been questioned by certain sociologists and interpreted instead as the "shell as hard as steel".[2][3] Weber wrote: “ | In Baxter’s view the care for external goods should only lie on the shoulders of the 'saint like a light cloak, which can be thrown aside at any moment.' But fate decreed that the cloak should become an iron cage."[4] | ” | Weber became concerned with social actions and the subjective meaning that humans attach to their actions and interaction within specific social contexts. He also believed in idealism, which is the belief that we only know things because of the meanings that we apply to them. This led to his interest in power and authority in terms of bureaucracy and rationalization. Rationalization and bureaucracy[edit] Weber states, “the course of development involves… the bringing in of calculation...
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...work ethics, and low tax rates the Differentiation and Integration model seems to be the appropriate diagnostic for this company. Differentiation and Integration model focuses on departments or division since many departments or organizations work independently. The diagnostic model begins with a study of how much differentiation exist between the work units, high differentiated aspects exist be because of self developed organizations based on geographic dispersion, background of members and many more. Many of the managers have been employed for various years which allows me to make the assumption that they have created a culture based on their background and seen how the managers have no management education. Based on the managers practical experience of 10-25 years the culture and work ethics are very traditional. This culture was affecting the organization since new employees were quitting after 6 months of dull, monotonous work, and coercive supervisors. Part of the analysis is the integration requirements between work units. Cooperation and collaboration are required between departments in order to achieve the integration required. With managers having been employed around the same period of time the culture established within their organizations could possibly be similar which would allow for cooperation and collaboration that is required. Seen how some of Henry Shapp’s (CEO) priorities and concerns were manager’s management education, union acceptance and the diagnoses...
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