Академический Документы
Профессиональный Документы
Культура Документы
GRADUATE STUDIES DEPT. MASTER OF RTS IN ADMINISTRATION & SUPERVISION EDUC. 224: HUMAN RELATION
Different Theories on Organization In most organizations, various form s may be adopted to achieve organizational goals effectively with the least cost. For instance, a government may adopt not only one but several theories on organization, may discard some principles of one theory but adopt what it finds suitable for it purpose. For purposes of comparison, some organization theories with their unique characteristics, usefulness and perhaps, limitations, will be examined in this chapter. Firstly, there is the machine model or scientific management theory of an organization. As propounded by its discoverer, Frederick W. Taylor, the machine model bears the following peculiarities: 1. Division of labor and specialization. The functions of the organization arte differentiated and placed in separate departments (departmentalization). 2. Unity of command and centralization of decision-making. For the various parts of the organization to function correctly, there must be unified command at the top of the organization. 3. One-way authority. Authority flows down the line of command, from the top to the bottom of the organization. 4. Narrow span of control. There is a limit to the number of immediate subordinates that any one individual can effectively supervise. Also, Taylor suggested fictionalizations as a system of organization. This technique would, according to Taylor, make maximum use of the specialization skills of individuals in the organization. He applied the concept of functionalization to forcemen. Another organization operates on the theory of bureaucracy. Max Webers contribution to the organization theory, the bureaucratic model, clearly resembles Taylor scientific management. The bureaucratic type, as earlier stated in chapter 3, is characterized as follows: 1. Division of labor, with specified spheres of competence legitimized as official duties. 2. Hierarchical arrangements of offices, that is, each lower office is below a higher one. 3. Rules for carrying out the work, to be applied uniformly to individual cases. 4. Impersonality, The official is subject to an impersonal order and established norms of conduct and he acts objectively in his contacts with individual inside and outside of the organization. 5. Officials are selected on the basis of competence, and not on irrelevant considerations. A third organization operates on what is called the human relations approach or social ethics theory. This type responds well to a society that is becoming increasingly characterized by interdependence. A reappraisal of this type, however, brought out the fact that it proceeded upon the mistaken assumption that all would be solved if managers expertly applied human relations skills in their dealings with workers.
Robert T. Golombiewski, the exponent of man-centered organization, believes that moral sensitivity can be associated with satisfactory output and employees satisfaction. He showed how jobs, work environment, as follows: 1. Work must be psychologically acceptable to the individual. Its performance should not be generally to threaten the individual. 2. Work must allow man to develop his faculties. 3. The work task must allow the individual considerable room for selfdetermination. 4. The worker must have the possibility of controlling, in a meaningful way, the environment within which the task is to be performed. 5. The organization should not be the sole and final arbiter of behavior. Both the organization and the individual must be subject to an external moral order. On the other hand humanist, like Warren G. Bennis, believe that democracy is an inevitable element in modern organizations. Basing their arguments on pragmatic grounds. Bureaucracy, they contend, no longer works and democracy is a system of values characterized by the following factors: 1. Full and free communication, regardless of rank and power. 2. A reliance on consensus, rather than on the more customary forms of coercion or compromise, to manage conflict. 3. The idea influence is based on technical competence and knowledge rather than on the vagaries of personal whims or prerogatives of power.