...Evolution of Formal Organizations Leah Talley-Ficklin SOC/120 October 16, 2011 Charles Baker When contrasting formal organizations, one must first understand that a formal organization typically began as a social group. According to Macionis, J. J. (2006), “A social group is two or more people who identify and interact with one another”. Within the social group category exists other groups; however; this paper focuses on primary groups and secondary groups. These groups are determined by the type of people, communication, focus, hierarchy, norms, membership criteria, and activities within it. A “primary group” is a relatively small group. The members of this group form a personal bond. Formed much like a family, the individuals identified within this group form long lasting relationships and spend an enormous amount of time together. The members display genuine care for one another. On the other hand, a “secondary group” is the opposite. Within this group, the members are impersonal. The group is ultimately formed to focus on obtaining a specific goal. Additionally, the members of this group refrain from sharing personal information amongst one another, and their emotional ties are relatively weaker than “primary groups”. Formal originations are a large branch of a “secondary group”. A century ago, most business organizations operated under the “primary group” era. People opted to form small businesses with family, friends, and neighbors. Today, businesses have evolved...
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...Evolution Of Formal Organizations This research paper will help me explain what evolved trends formal organizations will likely have in the future. Since, the structure of formal organizations have a more conventional bureaucratic organizational they may profit in implementing a more flexible organizational structure. Some of the areas that I will investigate are: how formal organizations have evolved over the past century, the differences between formal and informal organizations, what are the current trends in formal organizations, and what are the characteristics needed for formal organizations to evolve. Formal Organizations Over The Past Century: Max Weber developed a typology of organizations from ancient China to modern industrial society, providing the foundation for the sociology of organizations. In particular, Weber was concerned with what he considered to be the most rational form of organization, the bureaucracy, and the authority embedded in it. Weber noted that bureaucracies, prior to industrialization, were large and efficient but were guided by the patrimonial culture and the ruling aristocracy. (In World of Sociology, 2001.) In past centuries formal organizations functioned under what is called conventional bureaucracy. The ideal typical model of Bureaucracy given by Max Weber is the milestone in understanding the functioning of modern government. The Weberian model categorically focuses on two dimensions (i)The Structural, relating to the hierarchical...
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...This research paper will help me explain what evolved trends formal organizations will likely have in the future. Since, the structure of formal organizations have a more conventional bureaucratic organizational they may profit in implementing a more flexible organizational structure. Some of the areas that I will investigate are: how formal organizations have evolved over the past century, the differences between formal and informal organizations, what are the current trends in formal organizations, and what are the characteristics needed for formal organizations to evolve. Formal Organizations Over The Past Century: Max Weber developed a typology of organizations from ancient China to modern industrial society, providing the foundation for the sociology of organizations. In particular, Weber was concerned with what he considered to be the most rational form of organization, the bureaucracy, and the authority embedded in it. Weber noted that bureaucracies, prior to industrialization, were large and efficient but were guided by the patrimonial culture and the ruling aristocracy. (In World of Sociology, 2001.) In past centuries formal organizations functioned under what is called conventional bureaucracy. The ideal typical model of Bureaucracy given by Max Weber is the milestone in understanding the functioning of modern government. The Weberian model categorically focuses on two dimensions (i)The Structural, relating to the hierarchical arrangement of positions...
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...| Evolution of Formal Organizations | Alfredo A. Garcia Jr. | | Nicole Taylor | 1/15/2012 | In this article the evolution of formal organizations will be explained as well as other areas such as the differences in today’s organizations compared to a century ago. Also explained in this article are the current trends in formal organizations and some of the characteristics needed to change in to a formal organization. Concluding this article will determine if an organization is likely to evolve in the future. | In today’s society there are three major types of formal organizations. Amitai Etzioni (1975) recognized the three types’ of organizations by the motives societies took part in them: normative organizations, utilitarian organizations, and coercive organizations. The normative organization is a type of formal organization that a person works for to accomplish a goal. The utilitarian organization is the most common of the three formal organizations because of the fact that the utilitarian organization is the type of formal organization someone works for in order to make living. The third type of formal organization is the coercive organization, which is the type of organization that has involuntary membership. Various organizations are discovering that it is easier to become a flexible organization. Within the past century formal organizations have been evolving...
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...Case Analysis and Problem Identification Business Database Company (BDC) possesses a bureaucratic organization structure with at least five levels of hierarchy, through which BDC's business tasks and responsibility are allocated and activities are coordinated and controlled. Meanwhile, BDC is a highly centralized organization, authority for decision making power is held in the hand of managers at the top the hierarchy. In the case of BDC, it could be revealed that the rigid structure with multi-layer hierarchy and centralization of power and authority has inhibited cross functional or inter-departmental teamwork and stifled business innovation, and become the major obstacle for encouraging initiative. There are three key problems that I have identified, which consist of organizational inflexibility, resistance to change, culture and motivation. Each problem is examined in details as following: Organizational Inflexibility - A computer-based business analysis system as an innovative product can enable customers to undertake their own database interrogation, and generate internal analysis reports. Such innovative product or service is aligned with company's strategy to promote the widespread use of computer within company, and offer customized product with a far better profit margins than conventional one. But as it can be perceived that BDC is a highly bureaucratic system of formalization with emphasize on rules and procedures to control and coordinate the activities...
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...legislative branch would end up being the more capable of the other two branches of government. All things considered, the legislative branch was a leading force for states amid the Revolutionary War and amid the Articles of Confederation years. The vast majority of the Bill of Rights starts with the expression "Congress shall make no law." That being said, like the sentiments during the Revolutionary Period and amid the Articles of Confederation, the squabbling and absence of solidarity in Congress counteracted it; from playing the authority part the founders felt it ought to take. When talking about the judicial branch, its role is specified once in the Constitution and all that is expressed is that Congress is looking to create a judicial structure. The authors of the Constitution felt that most laws would be upheld and translated at the state level. It was Chief Justice John Marshall who extended the force of the Supreme Court amidst the Marbury vs. Madison case. Here, Marshall yielded the court the privilege to translate the Constitutionality of laws. In this way, the Supreme Court and the judicial branch started to gain traction as an efficient force in the government. However, this was short lived. As the United States developed, there were more requirements for one individual to have the capacity to decide rulings and judgments on issues of national security. Furthermore, due to the fact that the United States has transformed into a leading nation, the Executive Branch has turned...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/1751-1348.htm JMH 12,3 Management history: an umbrella model 278 Robert Morris University, Allegheny, Pennsylvania, USA Nell Tabor Hartley Abstract Purpose – To assist colleagues in tying current ideas to previously established practices. To generate discussion of the current relevance of students’ understanding management history. Design/methodology/approach – A review of representative classic theorists with an eye toward matching their behavior to that of current newsmakers. This is presented in a model to insure that like areas are compared. Findings – The past is in the present. Although we may live in the day of “enlightened” “collaborative” management; there are still successful people who operate differently. Practical implications – Readers of the paper will be able to make immediate application of the model. Originality/value – Even presentation of the obvious has value. The model format is a dynamic document that others can use and improve upon. Keywords Management history, Management theory Paper type General review ˆ Plus ca change, plus c’est la meme chose. The more things change, the more they stay ¸ the same. Whatever the intended interpretation, this well-known phrase communicates the idea that the past serves as an accurate prologue and interpreter for the present as well as the future. Plutarch, centuries ago, observed: To make...
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...Management Ideas | | | | The purpose of this lecture is to demonstrate that knowledge of management past history can help you better understand current management theory and practice. Thus, in order to understand the theories and practices used today, it’s important for management students to look at the evolution of management thought and practices. The practice of management has always reflected historical times and societal conditions.1. INTRODUCTIONMany current management concepts and practices can be traced to early management theories. The practice of management has always reflected the times and social conditions, so many organizations are responding to technology breakthroughs and developing Web-based operations. These new business models reflect today’s reality: information can be shared and exchanged instantaneously anywhere on the planet. The purpose of this chapter is to demonstrate that knowledge of management history can help understand today’s management theory and practice.2. MANAGEMENT’S CONNECTION TO OTHER FIELDS OF STUDYManagement courses have a rich heritage from humanities and social science courses.A. Anthropology —the study of societies, which helps us learn about humans, their activities, and differences in fundamental values, attitudes, and behavior between people in different countries and within different organizations.B. Economics —concerned with the allocation, distribution of scare resources, and understanding the changing economy, as well...
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...APPRECIATIVE INQUIRY AS AN ORGANIZATIONAL DEVELOPMENT TOOL by Charles F. Martinetz, PhD Appreciative inquiry can get you much better results than seeking out and solving problems. That’s an interesting concept for me—and I image for most of you—because telephone companies are among the best problem solvers in the world. We trouble shoot everything. We concentrate enormous resources on correcting problems that have relatively minor impact on our overall service performance. When used continually and over a long period of time, this approach can lead to a negative culture. If you combine a negative culture with all the challenges we face today, it could be easy to convince ourselves that we have too many problems to overcome and to slip into a paralyzing sense of hopelessness. And yet if we flip the coin, we have so much to be excited about. We are in the most dynamic and the most influential business of our times. We ought to be excited, motivated, and energized. We can be if we turn ourselves around and start looking at our jobs and ourselves differently. If we kill negative selftalk and celebrate our successes. If we dissect what we do right and apply the lessons to what we do wrong, we can solve our problems and re-energize the organization at the same time. In the long run what is likely to be more useful? Demoralizing a successful workforce by concentrating on their failures or helping them over their last few hurdles by building a bridge with their successes? Don’t get...
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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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...B398 Ch. 1 • • • Mon. May 5. 2014. Chapter 1 -‐ Organizations and Organizational Theory Org theory helps us understand and explain what happened to an org in the past and what may happen in the future so that we can manage orgs more effectively. Important to choose the right change strategy and design the right structure depending on the changing environment and its impact on the org à orgs are not static! Adapt to external env. *Theory: ideas about what something is, how it works; the key elements are generalizability, explanation, prediction! Large, successful orgs are still vulnerable; orgs are only as strong as their decision makers. • Current Challenges • Challenges today are different from the past, so org theory is evolving. • Top execs say that coping with rapid change is the most common problem in orgs. • Globalization: world is shrinking with rapid advances...
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...A Stakeholder Model of Organizational Leadership Author(s): Marguerite Schneider Source: Organization Science, Vol. 13, No. 2 (Mar. - Apr., 2002), pp. 209-220 Published by: INFORMS Stable URL: http://www.jstor.org/stable/3085994 Accessed: 30/07/2010 02:12 Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at http://www.jstor.org/page/info/about/policies/terms.jsp. JSTOR's Terms and Conditions of Use provides, in part, that unless you have obtained prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in the JSTOR archive only for your personal, non-commercial use. Please contact the publisher regarding any further use of this work. Publisher contact information may be obtained at http://www.jstor.org/action/showPublisher?publisherCode=informs. Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed page of such transmission. JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. INFORMS is collaborating with JSTOR to digitize, preserve and extend access to Organization Science. http://www.jstor.org A ...
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...Thesis/Project Preparation University Format Requirements TABLE OF CONTENT LIST OF TABLE 01 List of contents 02 List of figure 03 Chapter 1 04 Competency of service industry Over view 05 Sentiment analysis 06 Customer engagement response 07 Survey analysis 08 Over view 09 Summary 10 CHAPTER 1 COMFETENCY IN SERVICE INDUSTRY The purpose of this project is to know how the other industry stabilized or to maintain their level of service. Service industry cluster has played an important role in economic system of an area. Core competence evaluation of modern service industry cluster has been a very significant theoretical and practical problem of the research on industry cluster. The goal of the investigation...
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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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...relate to each other? In a nutshell, that’s the stuff this course is made of. Business organizations of all types face chronic management problems that pose significant challenges to them. These problems include the difficulty of designing organizations capable of coping with highly dynamic business environments, the challenge of developing strategies and structures for hypercompetitive conditions, the greater complexity of managing global enterprises, the difficult task of shaping a corporate culture, managing politics and conflict between individuals and organizational units, motivating employees who are more mobile than ever, designing attractive incentive systems, managing and harnessing intellectual capital, and so on. Such challenges and how the top leadership can deal with them are the subject of this course. The course has two major components. The first is “macro” in nature. It focuses on organizational level issues and problems, such as how an organization should be designed (e.g., centralized or decentralized), what strategy it should follow (e.g., integrated or diversified), and how culture and control affect organizational dynamics. The second part is more “micro” in nature. It focuses on employee-related challenges, such as how to get things done in politically sensitive...
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