...Organizations as Rational Systems Prepared by Anna Lin, 9041816 This paper introduces Rational System Perspectives in relations to four promin ent schools of organization theory; which are Taylor’s scientific management, Fayol’s general principles of management, Weber’s theory of bureaucracy and Simon’s discussion on administrative behavior. Rational System Perspectives There are two key elements characterizing rational systems: 1) Goal Specificity Specific goals support rational behavior in organizations by providing guideli nes on structural design, which leads to specify what tasks are to be performe d and how resources are to be allocated. 2) Formalization Formalization is an attempt to make behavior more predictable by standardizing and regulating. Formalization provides stable expectation, which is a precond ition to rationality. Selected schools The author related rational system perspectives to four schools of organizatio nal theories. Taylor’s Scientific Management (1911) Taylor Scientifically analyzed tasks performed by individual workers and disco vered the best procedure that would produce the maximum output with the minimu m input of resources. His attempts (to rationalize labor at level of the indiv idual worker )led to changes in the entire structure of work arrangement. Ther efore, efficiency improved. His four principles includes: 1) Develop a science for each element of an individual’s work. 2) Scientifically select and train...
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...three reasons. The culture of an organization defines appropriate behaviors, bonds and motivates individuals and asserts solutions where is ambiguity(Dumetz, 2012, p 232). First of all, the company appointed several new managers who graduated from Western country that means their thinking was different from Russian people. Second, corporate’s goal and objective was not clear. Most employees did not conceive the vision and mission of their company. To be good corporate culture, all people in the company should work together to achieve the organization's goals (p 228). The last reason making the conflict was the role of leader or CEO. He can not remember the values and mission’s company that means he ignore and did not concern the importance of organization culture. This is the result of low level of loyalty making employees had a gossip and nepotism. Moving onto the discussion of stereotype of corporate culture. There are four types that are derived from two related dimensions; task or person (high VS low formalization) and hierarchical or egalitarian (high VS low centralization)(p 238). Family is characterized by low formalization and high centralization. Eiffel Tower is characterized by high formalization and high centralization. Guided Missile is characterized by high formalization and low centralization. Incubator is characterized by low formalization and low centralization. The...
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...Organizational and Systematic barriers The organizational structure in itself and the systems that run it could be a great barrier to the communication within the organization. Organizational structure and systematic barriers arise due to complex and rigid structures of the organizations. Under organizational and systems barriers we analyze 1) The organizational Configuration 2) Formalization 3) Organization Communication facilities 4) Nature of organization’s Job description 1) Organizational Configuration This refers to the shape of an organization and according to Jablin (1987), four structural characteristics are associated with organizational configuration: in regard to the level of success of organizational communication we critically analyze the Span of control, Hierarchical levels and organization size. The span of control and Hierarchical levels The span of control is the number of subordinates reporting directly to a superior (Jablin, 1987), it means that if an organization has a wide span of control so many subordinates are reporting to a single supervisor. Hierarchical level refers to an individual’s position in a scalar chain and ranges from non-supervisory workers at the lower end of the scale to chief executive officers at the upper extreme (Berger & Cummings, 1979). The two relate because a narrow span of control creates a longer hierarchy. It is arguable on what is better for organizational communication between narrow and wide spans of...
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...On the Formalisation of ERP Systems Procurement Xavier Franch Joan A. Pastor Universitat Polictècnica de Catalunya Universitat Polictècnica de Catalunya c/Jordi Girona 1-3 c/Jordi Girona 1-3 UPC Campus Nord, C6 UPC Campus Nord, C6 Barcelona, Catalunya E-08034 Spain Barcelona, Catalunya E-08034 Spain +34 3 401 69 65 +34 3 401 70 21 franch@lsi.upc.es pastor@lsi.upc.es ABSTRACT In this position paper we present and defend a set of statements regarding ERP procurement. The statements highlight the importance of ERP procurement processes and propose that they should be as well-defined and systematic as possible. For this reason, we advocate the use of formal notations for structuring the criteria used during ERP selection, for describing ERPs with respect to these criteria and in general to help the whole selection process, including tool support. Finally, we point out several open issues that need to be considered. Most of the opinions expressed here arise from a real industrial ERP procurement experience. Keywords ERP procurement, ERP acquisition. 1 ERP PROCUREMENT MOTIVATION A clear trend in both private and public companies with regard to their current options for software-based management Information Systems (IS) is the fast and wide proliferation of large packaged ready-made Enterprise Resource Planning (ERP) systems, surely among the most extreme instances of current Customizable Off-The-Shelf (COTS) software packages. We present in this and the ...
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...Introduction The core of Information Systems (IS) has long been suggested to be software engineering. Software Engineering Research Methodology (SERM) can be known as an approach that mixed a galaxy of new concepts and emerging information technologies and then express this mixture in an innovative artefact in order to do some academic knowledge to basic research field and prompt the further research in the relevant fields. There need to construct a paradigm that can completely describes research using SERM approaches. A SERM framework based on this paradigm is presented to allow developmental research to be performed using a stringent methodology. Software Engineering as Research Research can be described as a scientific approach rather than one of the several different ways of promoting building and understanding of new knowledge. Moreover, scientific research is defined as a process of systemic inquiry conducted with the protection of a theoretical infrastructure. Research and evaluation, which is similar to research, can be distinguished by using theory as the fundamental. As Mertens argues that evaluation is associated with the acquiring of information for decision making in a given environment, however, research, which means a wider field, is more typically connected with contributing new knowledge that can be used in the relative fields Can software engineering be research? According to the definitions from Sir Karl Popper (1980) and Blake (1978), whether or...
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...the performance of supply chain management Soo Wook Kimà College of Business Administration, Seoul National University, San 56-1, Sillim-dong, Kwanak-gu, Seoul, Republic of Korea Accepted 12 July 2006 Available online 26 September 2006 Abstract The objective of this paper is to suggest a set of best organization structures for efficient supply chain management. For this, this paper derives organization types for supply chain management according to the formalization and centralization level of an independent department responsible for supply chain management (SCM) activities, and hierarchical relationship in organizational position and operational responsibility between the SCM department and existing other functional departments. And then, this paper identifies organizational characteristics, which have significant influences on SCM performance by investigating the difference in performance across the proposed organization types. From the results of empirical test, this paper finds that even though too excessive formalization and centralization of the SCM department within a firm may interrupt complete SC integration and performance improvement, a certain range of control by the SCM department is inevitable to build the fundamentals of integrated supply chain management, and thus the temporary pursuit of intensive control focused organization type such as integrated line organization may be considered depending on firm characteristics and environmental change. However, the empirical...
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...Expert System Robert Savageau CIS 501 ABSTRACT In the creation of an Expert System the knowledge base is in the center of it all. Understanding the process which is done through identifying, conceptualizing, formalizing, implementing, and testing followed by reiterating the stages thereby insuring knowledge acquisitioned is in its totality. There are many knowledge elicitation techniques and their success is in choosing the right method(s) used for the knowledge being acquired. The five general stages of knowledge acquisition will be discussed, as will a few knowledge elicitation methods. It is not the intent of this paper in giving a complete listing and discourse of elicitation methods, rather an introduction of knowledge acquisition design steps and methods of elicitation. Knowledge Acquisition is extracting the knowledge from any source and Knowledge Elicitation deals with attaining that knowledge specifically from people (Burge, 1998). There five general stages in knowledge acquisition giving knowledge engineers (KE) certain activities preparing the knowledge /deliverables from that stage to be used as input in the next (Marakas, p246). Hayes-Roth (1983) as referenced by Marakas (2003) and by De Kock (2003) views knowledge acquisition as consisting of five stages, having the output from one stage becoming the input for the next consecutive stage. The five stage model is a reiterative process of constant improvement and fine tuning to ensure the systems correctness...
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...Journal of Public Administration and Governance ISSN 2161-7104 2011, Vol. 1, No. 2 Training and Development Strategy and Its Role in Organizational Performance Abdus Sattar Niazi (Corresponding Author) MS Scholar, Iqra University Islamabad Campus, Pakistan Ph: +92 302 8500 777, Email: a.niazi55@hotmail.com Received: August 01, 2011 Accepted: August 11, 2011 DOI: 10.5296/jpag.v1i2.862 Abstract In the FMCG industry at global level, the business environment has changed with intense pressure on organizations, to become ‘Learning Organizations’ and stay ahead of their competitions by bringing innovation/reinvention in training and development strategy while emphasizing on planning, designing, implementing and evaluating the training programs. Carry out an analysis that the objective of training and development is to create learning organizations which ensure that employees through value addition can effectively perform their jobs, gain competitive advantage and seek self growth: this measurable performance resulting from good training and development, shall enhance organizational performance. Keywords: Training and Development, Strategy, FMCG, Organizational Performance 42 www.macrothink.org/jpag Journal of Public Administration and Governance ISSN 2161-7104 2011, Vol. 1, No. 2 1. Introduction The objectivity of training and development and its continued learning process has always been leverage with the FMCG industry and now it has become rather an over arching trend of...
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...several sections. Table 15-1 Elements of Organizational Structure 15.2 What are the major elements of an organizational structure? WORK SPECIALIZATION. Work specialization is the way in which tasks in an organization are divided into separate jobs. In some organizations, this categorization is referred to as a company’s division of labor. How many tasks does any one employee perform? To some degree, work specialization is a never-ending trade-off among productivity, flexibility, and worker motivation. Take an assembly line worker at Ford as an example. Henry Ford was perhaps the earliest (and clearly most well-known) believer in high degrees of work specialization. He divided tasks among his manufacturing employees to such a degree that each employee might only perform one single task, over and over again, all day long. Having only one task to perform allowed those employees to be extremely productive at doing that one thing. It also meant that training new workers was much easier when replacements were needed. However, there are trade-offs when organizations make jobs highly specialized. Highly specialized jobs can cause organizations to lose the ability associated with employees who can be flexible in what they do. By spending all their time performing specialized tasks well, employees fail to update or practice other skills. Accounting majors, for example, might specialize in taxes or auditing. Some larger companies might hire these graduates for their ability to do...
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...change situation where model best applies | |Kotter’s 8-Step Change |The Kotter 8-Step Change model is considered a people-driven approach that helps people to |Kotter’s 8-Step Change Model applies best in implementing a change that is | |Model |see the reason for change. The theory behind this model is that people change when they are |driven by emotion. In healthcare, improving patient satisfaction is an ideal | | |shown the truth because this influences their feelings. Emotion is at the heart of change. |objective for using Kotter’s Model. An example of using a change model for | | |Kotter’s successful change leaders find a problem or a solution to a problem and then show |improving patient satisfaction through decreasing wait times was implemented | | |people using engaging and compelling situations to change behavior. Each of the 8 |at Family Medicine Clinic’s Pharmacy in Abu Dhabi. While, the objective of | | |steps/actions is implemented to drive a new behavior. For example, the first step in the |the project was to improve patient satisfaction through improving patient | | |model is to Create a Sense of Urgency. The result will be s change in behavior where people |waiting time for medications collection it also included improving patient’s | | |begin...
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...Student Self-administered case study Organization structure changes at Body Shop 45-60 Case duration (Min): Organizational Behaviour (OB) Organization structure and design Worldwide Case summary: There are many work tasks to be done in a large organization and consequently the work must be divided up and allocated. In this case we consider what is meant by organization structure and design; consider why it is necessary to structure human resources, discuss how we should set about this enormous challenge and ask how we can make efficient and effective use of human resources in order to attain goals and derive a sustainable competitive advantage. In particular we consider issues associated with bureaucracy and hierarchy. Body Shop grew and with it came particular design challenges. Learning objectives: Define and discuss the nature of organization design. Outline the main structural choices available to organizations. Explain the limitations of the organizational chart in describing activity within an organization. Case problem: What is organizational structure and why do large organizations need continually to consider the designs of their organization? What may be the consequences of a good or bad design for a specific organization? Personal Products Company Body Shop www.thebodyshop.com Founded in 1976 by Anita Roddick, The Body Shop International plc, known as The Body Shop, has 2,400 stores in 61 countries, and is the second largest cosmetic franchise in the world...
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...organization, work technology, and people are essential ingredients of all organizations. These elements work with each other depending on the purpose of organization. Organizations have been under significant analysis for years (Morgan, 2006). It is important to look at them from various perspectives in order to gain more insight into their strengths and weaknesses. Scott and Davis (2007) recommend organizations to be analyzed from rational-technical, natural-social, and open system perspectives. Each perspective has its own advantages and the characteristics of one do not invalidate those of the others. The rational-technical system is a traditional approach in which organizations are mainly characterized by goal specificity and formalization. Organizations, when explored from this perspective, appear to be highly formalized systems designed to achieve specific goals. The advantage of viewing an organization through this lens is that it allows the organization to easily accomplish specific goals by following written rules and assigning specific roles to individuals within each department. However, rational-technical systems often times underestimate the ideas of people and their ongoing needs. Rational-technical system envisions...
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...Organizational Behavior, 15e (Robbins/Judge) Chapter 14 Conflict and Negotiation 1) ________ is defined as a process that begins when one party perceives another party has or is about to negatively affect something the first party cares about. A) Problem solving B) Assessment C) Conflict D) Negotiation E) Collective bargaining Answer: C 2) Conservationists have had a perpetual conflict with the government of the United States over the fast and rampant depletion of the earth's natural resources. They argue that the United States must reduce its consumption level significantly to rectify this problem. Which of the following, if true, would most strengthen the conservationists' argument? A) The United States has been conserving forests for several years. B) Most countries have not taken any measures to reduce their consumption levels of natural resources. C) There are several countries that have more requirements for resources than the United States. D) The United States accounts for one-third of the total world resource consumption. E) New resource deposits are constantly being discovered. Answer: D 3) According to the traditional view of conflict, all conflict is ________. A) harmful and must be avoided B) natural and helps generate discussion C) necessary and improves creativity of a group D) healthy and improves productivity E) rational and cannot be avoided Answer: A 4) According to the ________ view of conflict, conflict can be a positive force in a group and some...
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...a c t This study focuses on the factors that influence strategic thinking at the organizational level. Based on previous research on strategic thinking in diverse management fields including marketing strategy, strategic management, and human resource management, this research provides a hypothetical model that links the firm's internal and external variables regarding strategic thinking at the organizational level, which in turn links to marketing performance. The results of empirical analysis provide evidence that the attitude of firms' management toward risk taking, the CEO's emphasis on strategic thinking, interdepartmental teams in the organization, and marketing competency foster strategic thinking at the organizational level, but formalization in the organizational structure impedes it. Contrary to the proposed hypotheses, centralization in the organizational structure is positively related to strategic thinking at the organizational level. The results also show that market turbulence and technological turbulence foster strategic thinking at the organizational level and there is a positive relationship between strategic thinking and marketing performance. © 2012 Elsevier Inc. All rights reserved. Article history: Received 1 November 2010 Received in revised form 1 July 2011 Accepted 1 September 2011 Available online xxxx Keywords: Strategic thinking Organizational culture Organizational structure Competencies Market turbulence Marketing performance 1. Introduction The...
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...|Assignment | |STUDENTENOMMER: | | |STUDENT NUMBER : | | |VAN : |VOORLETTERS: | |SURNAME: STEPHANS |INITIALS : M | |TELEFOONNOMMER : | |TELEPHONE NUMBER: | |VAK : |Managing Knowledge for Strategic Effectiveness | |SUBJECT: | | |AANTAL BLADSYE | 11 pages including this one | |DOSENT : ...
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