............................................................................... 7 REFERENCES ............................................................................................................. 9 Executive Summary The label “Bureaucracy” today is not quite what any organization wants to have written on their flags. Everyone has their own experiences and feelings associated with this term and in most cases it has a negative connotation. A quick view through current media will confirm this. However bureaucracy, as conceived by Max Weber originally, was regarded as progress and something that can improve efficiency and stability within an organization. Organizations can draw upon the pioneering work of Max Weber even today. While displaying certain dysfunctions that are directly linked to strict bureaucracies (for example the tendency to displace goals, the discouragement of innovation and adaptability to change, there are certain aspects of it even the most dynamic and innovative organisations cant escape and even profit from. The concept of bureaucracy can be a useful tool in organizational design, to the flow of communication within the organization and the way organizations document...
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...force in the growth of e-business organizations. The e-organization growth has spawned new leadership methods and business processes aimed at maintaining competitiveness in a changing global economy. One business model attributed to the technical revolution is virtual models. This paper is intended to argue that traditional business management, methodology, and structures are failing to accommodate an ever-changing global environment, characterized by hyper-competitiveness, and the exponential increase of information systems design. The current virtual model is managed using out of date management theories, performance metrics, and technical innovations, thus creating a need to update the open systems thinking and organizational theory of the virtual model. As an open system, virtual environments are quickly becoming the new wave of business organizing. Open Systems Organizational Theory Jones (2010) defines organizational theory as “the study of how organizations function and how they affect and are affected by the environment in when they operate” (p.7). Organizational theory maintains a master relationship with organizational structure, organizational change and design, and organizational culture. Organizational structure is “the formal system of task and authority relationships that control how people coordinate their actions and use resources to achieve organizational goals” (Jones, 2010, p. 7). Organizational change and design is “the process by which managers...
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...AHMEDABAD Term Paper Assignment 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...
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...failing organization, was an innovative leader named. Alan Lafley former CEO of P&G, adapted the five discovery skills that were displayed in Dyer, Gregersen, & Christensen ‘s Innovator’s DNA associating, questioning, observing, networking, and experimenting. Lafley applied these skills to create an innovative organization and gave a blueprint for other innovative organizations to follow. Although, leadership is a group experience that includes interpersonal influences or persuasion, is goal directed and can lead others through certain actions or to achieving goals through influence, and has hierarchy within the group that can be formal and well defined or informal and flexible. Leaders assist in establishing goals and reaching those goals through actions, allowing individuals in leadership positions to be effective (Nahavandi, 2006). Analyzes which leadership model and practices would encourage innovation considering the global context of the organization in your chosen case. Leadership research has been and will be completed by many individuals and has led to many theories and models to be developed that have both similarities and differences. Four theories or models of leadership that have been researched and developed include trait theories, transactional leadership, transformational leadership, and situational leadership. The research on each of these leadership models has varied in amount and focus, but mostly the information has helped to develop theories and...
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...Second model to be referred is Contingency Theory. Contingency theories are a class of behavioral theory that contend that there is no one best way of organizing / leading and that an organizational / leadership style that is effective in some situations may not be successful in others. In other words: The optimal organization / leadership style is contingent upon various internal and external constraints. These constraints may include: the size of the organization, how it adapts to its environment, differences among resources and operations activities, managerial assumptions about employees, strategies, technologies used, etc. Four important ideas of Contingency Theory are: 1. There is no universal or one best way to manage 2. The design of an organizations and its subsystems must 'fit' with the environment 3. Effective organizations not only have a proper 'fit' with the environment but also between its subsystems and 4. The needs of an organization are better satisfied when it is properly designed and the management style is appropriate both to the tasks undertaken and the nature of the work group. In contingency theory of leadership, the success of the leader is a function of various contingencies in the form of subordinate, task, and/or group variables. The effectiveness of a given pattern of leader behavior is contingent upon the demands imposed by the situation. These theories stress using different styles of leadership appropriate to the needs...
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...* References Alcoholics Anonymous Handbook (1976) Alderfer, C. P., Brown, L. D., Kaplan, R., & Smith, K. K. (in press). Group relations and organizational diagnosis. New York: Wiley. Argyris, C., & Schon, D. (1974). Theory in practice: Increasing professional effectiveness. San Francisco: Jossey-Bass. Ashby, W. R. (1964). An introduction to cybernetics. London: Chapman and Hall and University Paperbacks. Ashby, W. R. (1965). Design for a brain. London: Chapman and Hall and Science Paperbacks. Bailey, K. D. (1991). “Autopoiesis”. In Proceedings: American Sociological Association Annual Meeting, . Cincinnati, OH Bateson, G. (1972). Steps to an ecology of mind. New York: Chandler Publishing Co. Bateson, G. (1979). Mind and nature: A necessary unity (Bantam Trade edition, November, 1988 ed.). New York: Bantam Books. Bateson, G. (1991). Sacred unity: Further steps to an ecology of mind. New York: Harper Collins Publishers. Bateson, G., & Bateson, M. C. (1987). Angels Fear (Bantam ed.). New York: Macmillan. Bateson, G., Jackson, D. D., Haley, J., & Weakland, J. (1956). “Toward a theory of schizophrenia.” Behavioral Science, 1: 251-264. Beer, S. (1974). Designing Freedom. Toronto: CBC Publications. Beer, S. (1979). The Heart of the Enterprise. New York: Wiley. Beer, S. (1989). “The viable system model: Its provenance, development, methodology and pathology”. In R. Espejo & R. Harnden, (Eds.). The Viable Systems Model: Interpretations and applications...
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...Accounting, Organizations and Society 28 (2003) 127–168 www.elsevier.com/locate/aos Management control systems design within its organizational context: findings from contingency-based research and directions for the future Robert H. Chenhall Department of Accounting and Finance, Monash University, Clayton, Victoria 3168, Australia Abstract Contingency-based research has a long tradition in the study of management control systems (MCS). Researchers have attempted to explain the effectiveness of MCS by examining designs that best suit the nature of the environment, technology, size, structure, strategy and national culture. In recent years, contingency-based research has maintained its popularity with studies including these variables but redefining them in contemporary terms. This paper provides a critical review of findings from contingency-based studies over the past 20 years, deriving a series of propositions relating MCS to organizational context. The paper examines issues related to the purpose of MCS, the elements of MCS, the meaning and measurement of contextual variables, and issues concerning theory development. A final section considers the possibility that contingency-based ideas could encompass insights from a variety of theories to help understand MCS within its organizational context. # 2002 Elsevier Science Ltd. All rights reserved. 1. Introduction The three purposes of this paper are to provide a review of empirical, contingency-based research as it has developed...
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...gement Review 1979, Vol. 4, No. 2,215-224. Task Design Determinants of Effective Leader Behavior^ RiCKYW. GRIFFIN University of Missouri—Columbia The theoretical and empirical research literature on task design and path-goal theory of leadership is reviewed. It is suggested that task design and individual variables interact to form a construct called individual-task congruence. A model is then developed which depicts leader behavior as a moderating variable between individuai-task congruence and satisfaction and performance. There is an increasing body of theoretical and empirical behavioral science literature dealing with the design of work in formal organizations. Much of this literature is concerned with the diagnosis and description of existing jobs and/or the implementation of task design change programs for the purpose of improving organizational effectiveness. The rationale seems to be that if the needs and capabilities of an individual are matched with the expectations and requirements of a task, higher 9/els of satisfaction, motivation, and productivity .vill result (6). Most published research on task design, however, has not taken other organizational variables into consideration. The general model for contemporary task design research has investigated the moderating effect of certain variables on the relationship between task design and outcome variables such as satisfaction, performance, and commitment (2, 7, 8, 19, 22, 25, 26, 28, 29, 33). A few empirical studies...
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...Bernal, Elizabeth Francisco, Leny Generan, Geralyngen Jadulco, Anna Lizardo, Mary rose Pamutongan, Jhanisa Recaña, Edraline Rivera, Kennedy P. Togoto, Mary Jane LEADERSHIP EFFECTIVENESS • Leadership the art or process of influencing people so that they will strive willingly and enthusiastically toward the achievement of group goals. •Leadership is a way for talented individuals to share their perspectives and knowledge by influencing others. Using their own charisma and influence, leaders should have the ability to inspire others to learn more, do more and become more. — Jeet Banerjee, • Effective leaders develop a level of self-awareness and a capacity to monitor their own learning and development because they know that leadership attributes can be defined ,learned, practiced, improved and passed on to others. • An essential part of a quality improvement effort. Organization leaders must establish a vision, communicate that vision to those in the organization and provide the tools and knowledge necessary to accomplish the vision. THE FIVE RULES OF LEADERSHIP 1. Shape the future. This rule is embodied in the strategist dimension of the leader. Strategists answer the question, “Where are we going?” and they make sure that those around them understand the direction as well. They figure out where the organization needs to go to succeed they test these ideas pragmatically against current resources (money, people, organizational...
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...The Qualitative Report Volume 14 Number 1 March 2009 42-60 http://www.nova.edu/ssss/QR/QR14-1/diaz-andrade.pdf Interpretive Research Aiming at Theory Building: Adopting and Adapting the Case Study Design Antonio Díaz Andrade The University of Auckland Business School, Auckland, New Zealand Although the advantages of case study design are widely recognised, its original positivist underlying assumptions may mislead interpretive researchers aiming at theory building. The paper discusses the limitations of the case study design for theory building and explains how grounded theory systemic process adds to the case study design. The author reflects upon his experience in conducting research on the articulation of both traditional social networks and new virtual networks in six rural communities in Peru, using both case study design and grounded theory in a combined fashion in order to discover an emergent theory. Key Words: Case Study, Interpretive Approach, Theory Building, and Grounded Theory Introduction Researchers adopting a case study design face a number of challenges in making their argument. Yin (2003) himself warns researchers who adopt a case study design to be conscious that their findings will be challenged and prefaces his book enumerating the alleged weaknesses in the case study; a methodology that downgrades the academic disciplines and lacks sufficient precision, objectivity, and rigour. We should note that those warnings come from an author who operates from...
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...GREEN COMPUTING AND GREEN IT BEST PRACTICES On Regulations and Industry Initiatives, Virtualization, Power Management, Materials Recycling and Telecommuting Notice of Rights: Copyright © Jason Harris. All rights reserved. No part of this book may be reproduced or transmitted in any form by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Notice of Liability: The information in this book is distributed on an “As Is” basis without warranty. While every precaution has been taken in the preparation of the book, neither the author nor the publisher shall have any liability to any person or entity with respect to any loss or damage caused or alleged to be caused directly or indirectly by the instructions contained in this book or by the products described in it. Trademarks: Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations appear as requested by the owner of the trademark. All other product names and services identified throughout this book are used in editorial fashion only and for the benefit of such companies with no intention of infringement of the trademark. No such use, or the use of any trade name, is intended to convey endorsement or other affiliation with this book. 1 WRITE A REVIEW & RECEIVE A BONUS EMEREO EBOOK...
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...Organization Management Journal Linking Theory & Practice: EAM White Papers Series 2006 Vol. 3, No. 3, 210-231 © 2006 Eastern Academy of Management ISSN 1541-6518 www.omj-online.org Effective Empowerment in Organizations GARY A. YUKL University at Albany WENDY S. BECKER University at Albany Psychological empowerment is the perception that workers can help determine their own work roles, accomplish meaningful work, and influence important decisions. Empowerment has been studied from different perspectives, including employee perceptions, leadership behaviors, and management programs. Despite positive rhetoric, programs designed to increase empowerment seldom achieve the benefits promised. Inconclusive and seemingly contradictory outcomes stem from the fact that few companies give employees significant control and access to management information. A half century of research suggests that empowerment strategies can offer real benefits. We outline facilitating conditions for effective empowerment, including characteristics of organizations, leaders, employees, and the work itself. Keywords: Empowerment, Leadership, Teams, Power Sharing Effective Empowerment in Organizations Psychological empowerment in organizations is the perception by members that they have the opportunity to help determine work roles, accomplish meaningful work, and influence important decisions. Over the past several decades an interest in empowerment can be seen in many subject areas within psychology...
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...2003 (.doc) file. I do not accept late papers or give incompletes. You will have already written the initial draft by completing the two take-home exercises, so you have no excuses. We'll talk more about this critique as the semester goes on. As I mentioned above, each of the exercises will also add to the completion of this paper. In past years some students have used the paper to gain deep expertise in a topic area and then publish a meta-analytic summary of the research in that area, using the methodological critique as a guide. COURSE CALENDAR SESSION DUE CONTENT 1 - 1/10 Research process; Positivistic & interpretive designs 2 - 1/17 Choosing problems, questions & hypotheses 3 - 1/24 Writing and Publishing 4 - 1/31 Quasi-experimental designs 5 - 2/7 Experimental designs 6...
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...GREEN COMPUTING AND GREEN IT BEST PRACTICES On Regulations and Industry Initiatives, Virtualization, Power Management, Materials Recycling and Telecommuting Notice of Rights: Copyright © Jason Harris. All rights reserved. No part of this book may be reproduced or transmitted in any form by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Notice of Liability: The information in this book is distributed on an “As Is” basis without warranty. While every precaution has been taken in the preparation of the book, neither the author nor the publisher shall have any liability to any person or entity with respect to any loss or damage caused or alleged to be caused directly or indirectly by the instructions contained in this book or by the products described in it. Trademarks: Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations appear as requested by the owner of the trademark. All other product names and services identified throughout this book are used in editorial fashion only and for the benefit of such companies with no intention of infringement of the trademark. No such use, or the use of any trade name, is intended to convey endorsement or other affiliation with this book. 1 WRITE A REVIEW & RECEIVE A BONUS EMEREO EBOOK...
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...Click here to download the solutions manual / test bank INSTANTLY!! http://testbanksolutionsmanual.blogspot.com/2011/02/accounting-information-systems-romney.html ------------------------------------------------------------------------------------------------------------------------ Accounting Information Systems Romney 11th Edition Solutions Manual Accounting Information Systems Romney 11th Edition Solutions Manual Accounting Information Systems Romney 11th Edition Solutions Manual Accounting Information Systems Romney Steinbart 11th Edition Solutions Manual Accounting Information Systems Romney Steinbart 11th Edition Solutions Manual ------------------------------------------------------------------------------------------------------------------------ ***THIS IS NOT THE ACTUAL BOOK. YOU ARE BUYING the Solution Manual in e-version of the following book*** Name: Accounting Information Systems Author: Romney Steinbart Edition: 11th ISBN-10: 0136015182 Type: Solutions Manual - The file contains solutions and questions to all chapters and all questions. All the files are carefully checked and accuracy is ensured. - The file is either in .doc, .pdf, excel, or zipped in the package and can easily be read on PCs and Macs. - Delivery is INSTANT. You can download the files IMMEDIATELY once payment is done. If you have any questions, please feel free to contact us. Our response is the fastest. All questions will always be answered in 6...
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