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Bill Adams, FEA, University of Malaya




                and Society
               Organizations
Rosabeth Moss Kanter:
                                            Power & Powerlessness

                                        Feel powerless when:
                                        ●   Little freedom
                                        (bound by rules and routine,
                                        little flexibility, little discretion)   Especially

                                        ●  Little attention
                                                                                 vulnerable:

                                        (Peripheral activity, limited            ☆ Front-line
                                                                                 supervisors
Bill Adams, FEA, University of Malaya




                                        contact with sr. officials and
                                        others; no publicity)                    ☆ Staff
                                                                                 professionals
                                        ●  Little opportunity
                                        (Few advancement opportuni-              ☆ Sometimes
                                                                                 top executives
                                        ties for self or subordinates)
Rosabeth Moss Kanter:
                                        Power & Powerlessness




                                         Result… The
                                         reputation as          Especially
                                                                vulnerable:
                                         “too controlling,
                                         rules-minded,          ☆ Front-line
                                                                supervisors
Bill Adams, FEA, University of Malaya




                                         and petty.”
                                                                ☆ Staff
                                                                professionals

                                                                ☆ Sometimes
                                                                top executives
[Acker]   “Gendering Organizational Theory”


                                          “Gendered Processes” :

                                          ●       Orgs set up with gender divisions.
                                          “Managers made conscious decisions
                                          to create these patterns.” [!]
                                          ●   Masculine symbols and imagery.
Bill Adams, FEA, University of Malaya




                                          ●   Interaction between individuals
                                          that reinforce dominance/submission.
                                          ●   Internalized patterns within us.
[Acker]   “Gendering Organizational Theory”




                                           Jobs are designed for an “abstract,
                                           disembodied worker” who is really
                                           a man focused on work, work, work
                                           ― not having kids, raising a family,
Bill Adams, FEA, University of Malaya




                                           managing a house, caring for aged.
[Cox]   “Managing Diversity”

                                          Better
                                         Problem                           Greater
                                         Solving*                         Flexibility



                                         *If trained!          More                      Better
                                                            Creativity/                 Marketing
                                                            Innovation
Bill Adams, FEA, University of Malaya




                                                        A challenge due to:
                                                        ● the need to go beyond recruiting;
                                                        ● established org culture may not
                                                        accommodate true diversity; and
                                                        ● the learning curve is slow and flat.
But exactly how to
                                        manage diversity?




                                              After recruitment…

                                              ● besides quotas/counting;
                                              ● besides “sensitivity” and
Bill Adams, FEA, University of Malaya




                                                “diversity” seminars…
But exactly how to
                                        manage diversity?


                                              Tips in one book (MGMT):
                                              ● enforce the law;
                                              ● find common ground;
                                              ● set high but realistic goals;
                                              ● treat people as individuals!
Bill Adams, FEA, University of Malaya




                                              Also suggested . . .
                                              ● mentor “diversity pairing”
                                              ● join an organization where
                                                you are in the minority!
But exactly how to
                                        manage diversity?


                                              Another book praised several
                                              organizations that conducted
                                              regular “cultural audits” of…
                                              ● language in org documents;
                                              ● symbols in public areas;
Bill Adams, FEA, University of Malaya




                                              ● types of food in cafeteria;
                                              ● holiday policies; and
                                              ● types of social activities!
Bill Adams, FEA, University of Malaya




                Organizations
               & Environments
General Systems Theory: Basic Model        [Katz & Kahn]



                                                   Dynamic              Negative
                                                  Homeostasis           Entropy



                                                          Through-
                                          INPUT                                OUTPUT
                                                             put




                                                                                            Environment
                                                       Feedback (neg. & pos.
Bill Adams, FEA, University of Malaya




                                                       to allow adjustments)




                                                        Energy for renewal
                                                           of the cycle
Open Systems       Closed Systems

                                          Embedded in &
                                                              Viewed in isolation
                                           dependent on
                                                              from the environ.
                                          wider environ.

                                           Get material,
                                            financial, &
                                               human
Bill Adams, FEA, University of Malaya




                                             resources

                                           Obtain social
                                            support &
                                            legitimacy
[Thompson]   “Closed System Model”



                                           Says rational models = closed systems
                                           They all focus on efficiency & performance.

                                           Scientific mgt = known goals, tasks
                                           repetitive, resources stable
Bill Adams, FEA, University of Malaya




                                           Administrative mgt = focus on structural
                                           relationships; specialization, etc.;

                                           Bureaucracy = staffing, rules, hierarchy
[Thompson]   “Open System Model”




                                        Natural system models = open systems
                                        Following Barnard/Selznick’s organic view.

                                        Focuses on elements not under the
                                        complete control of the organization.
Bill Adams, FEA, University of Malaya




                                        Emphasizing inevitable org. uncertainties.

                                        But this approach tends to treat “purposes
                                        and achievements as peripheral matters”!
[Thompson]   Limits of Each Model




                                                                  Closed system model
                                                                  “ignores uncertainty
                                                                    to see rationality”
Bill Adams, FEA, University of Malaya




                                              Open system model
                                            “ignores rational action
                                              to see spontaneous
                                                  processes.”
[Thompson]   “New [Merged] Model”




                                         Drawing on Simon (plus Cyert & March)…

                                         Organizations as problem-solving entities
                                         that must search, learn, and decide,
                                         BUT are limited by bounded rationality and
Bill Adams, FEA, University of Malaya




                                         thus must satisfice, not maximize.

                                         Parts focus more on external environment
                                         but other parts (tech) are more closed!
Institutionalized & Protected Specialization   [Meyer & Rowan]




                                                             Rationalized
                                                                                     Formal
                                          Societal           elements &
                                                                                 organizational
                                        modernization          complex
                                                                                   structures
                                                              networks




                                          Training,          Provides org.         Impulse to
                                        certification,        protection,            create
Bill Adams, FEA, University of Malaya




                                         even govt.           validation,         credentialing
                                          licensing           legitimacy            systems




                                                               Rituals
                                                               & Myths
Resource Dependence                        Pfeffer & Salancik




                                        ▮ “Political platforms are affected by context.”

                                        ▮ “Because organizations import resources from their
                                        environments, they depend on their environments.”

                                        ▮ “Managers serve as symbols.”
Bill Adams, FEA, University of Malaya




                                        ▮ “Managers are the people to fire when things go poorly.”

                                        ▮ “Organizations survive to the extent they are effective.”

                                        ▮ Efficiency is “relatively value free” (i.e., more objective).
                                        ▮ Effectiveness is a “sociopolitical” issue (more subjective).
Org “Demography”


                                        Environmental      Exogenous (external)
                                                           environment of laws,
                                        “imprinting” at     politics, resources,
                                        its creation can   technology, & people
                                        be a long-term
                                        influence on an
                                        organization –

                                        both external         Endogenous
Bill Adams, FEA, University of Malaya




                                                               (internal)
                                        (exogenous)           environment
                                        and internal
                                        (endogenous)
                                        the founder’s
                                        initial model.

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UM 10 Org Environment

  • 1. Bill Adams, FEA, University of Malaya and Society Organizations
  • 2. Rosabeth Moss Kanter: Power & Powerlessness Feel powerless when: ● Little freedom (bound by rules and routine, little flexibility, little discretion) Especially ● Little attention vulnerable: (Peripheral activity, limited ☆ Front-line supervisors Bill Adams, FEA, University of Malaya contact with sr. officials and others; no publicity) ☆ Staff professionals ● Little opportunity (Few advancement opportuni- ☆ Sometimes top executives ties for self or subordinates)
  • 3. Rosabeth Moss Kanter: Power & Powerlessness Result… The reputation as Especially vulnerable: “too controlling, rules-minded, ☆ Front-line supervisors Bill Adams, FEA, University of Malaya and petty.” ☆ Staff professionals ☆ Sometimes top executives
  • 4. [Acker] “Gendering Organizational Theory” “Gendered Processes” : ● Orgs set up with gender divisions. “Managers made conscious decisions to create these patterns.” [!] ● Masculine symbols and imagery. Bill Adams, FEA, University of Malaya ● Interaction between individuals that reinforce dominance/submission. ● Internalized patterns within us.
  • 5. [Acker] “Gendering Organizational Theory” Jobs are designed for an “abstract, disembodied worker” who is really a man focused on work, work, work ― not having kids, raising a family, Bill Adams, FEA, University of Malaya managing a house, caring for aged.
  • 6. [Cox] “Managing Diversity” Better Problem Greater Solving* Flexibility *If trained! More Better Creativity/ Marketing Innovation Bill Adams, FEA, University of Malaya A challenge due to: ● the need to go beyond recruiting; ● established org culture may not accommodate true diversity; and ● the learning curve is slow and flat.
  • 7. But exactly how to manage diversity? After recruitment… ● besides quotas/counting; ● besides “sensitivity” and Bill Adams, FEA, University of Malaya “diversity” seminars…
  • 8. But exactly how to manage diversity? Tips in one book (MGMT): ● enforce the law; ● find common ground; ● set high but realistic goals; ● treat people as individuals! Bill Adams, FEA, University of Malaya Also suggested . . . ● mentor “diversity pairing” ● join an organization where you are in the minority!
  • 9. But exactly how to manage diversity? Another book praised several organizations that conducted regular “cultural audits” of… ● language in org documents; ● symbols in public areas; Bill Adams, FEA, University of Malaya ● types of food in cafeteria; ● holiday policies; and ● types of social activities!
  • 10. Bill Adams, FEA, University of Malaya Organizations & Environments
  • 11. General Systems Theory: Basic Model [Katz & Kahn] Dynamic Negative Homeostasis Entropy Through- INPUT OUTPUT put Environment Feedback (neg. & pos. Bill Adams, FEA, University of Malaya to allow adjustments) Energy for renewal of the cycle
  • 12. Open Systems Closed Systems Embedded in & Viewed in isolation dependent on from the environ. wider environ. Get material, financial, & human Bill Adams, FEA, University of Malaya resources Obtain social support & legitimacy
  • 13. [Thompson] “Closed System Model” Says rational models = closed systems They all focus on efficiency & performance. Scientific mgt = known goals, tasks repetitive, resources stable Bill Adams, FEA, University of Malaya Administrative mgt = focus on structural relationships; specialization, etc.; Bureaucracy = staffing, rules, hierarchy
  • 14. [Thompson] “Open System Model” Natural system models = open systems Following Barnard/Selznick’s organic view. Focuses on elements not under the complete control of the organization. Bill Adams, FEA, University of Malaya Emphasizing inevitable org. uncertainties. But this approach tends to treat “purposes and achievements as peripheral matters”!
  • 15. [Thompson] Limits of Each Model Closed system model “ignores uncertainty to see rationality” Bill Adams, FEA, University of Malaya Open system model “ignores rational action to see spontaneous processes.”
  • 16. [Thompson] “New [Merged] Model” Drawing on Simon (plus Cyert & March)… Organizations as problem-solving entities that must search, learn, and decide, BUT are limited by bounded rationality and Bill Adams, FEA, University of Malaya thus must satisfice, not maximize. Parts focus more on external environment but other parts (tech) are more closed!
  • 17. Institutionalized & Protected Specialization [Meyer & Rowan] Rationalized Formal Societal elements & organizational modernization complex structures networks Training, Provides org. Impulse to certification, protection, create Bill Adams, FEA, University of Malaya even govt. validation, credentialing licensing legitimacy systems Rituals & Myths
  • 18. Resource Dependence Pfeffer & Salancik ▮ “Political platforms are affected by context.” ▮ “Because organizations import resources from their environments, they depend on their environments.” ▮ “Managers serve as symbols.” Bill Adams, FEA, University of Malaya ▮ “Managers are the people to fire when things go poorly.” ▮ “Organizations survive to the extent they are effective.” ▮ Efficiency is “relatively value free” (i.e., more objective). ▮ Effectiveness is a “sociopolitical” issue (more subjective).
  • 19. Org “Demography” Environmental Exogenous (external) environment of laws, “imprinting” at politics, resources, its creation can technology, & people be a long-term influence on an organization – both external Endogenous Bill Adams, FEA, University of Malaya (internal) (exogenous) environment and internal (endogenous) the founder’s initial model.