DATE TIME FORMAT - Plenary participatory lecture TRAINER OBJECTIVES At the end of this session, participants will be able to understand and appreciate: 1. Classical, neoclassical and modern theories of organization. 2. The research organization as a social system. 3. The importance of and process for goal setting in an organization. 4. The need for and methods of integration in an organization. 5. The concept of power in an organization. 6. Communication in the organization. 7. The process and models of decision making. INSTRUCTIONAL MATERIALS Exhibit 1 Organization theories Exhibit 2 Taylor's Principles of Scientific Management Exhibit 3 Weber's Bureaucratic Approach Exhibit 4 Fayol's Principles of Management: Administrative Theory Exhibit 5 Principles of the neoclassical approach Exhibit 6 A modern approach to organization characteristics Exhibit 7 A modern approach to organizations: the Systems Approach Exhibit 8 A research organization as a social system Exhibit 9 The importance of goal setting Exhibit 10 The process of goal setting Exhibit 11 The need for integration Exhibit 12 Methods of integration Exhibit 13 Organization-based power Exhibit 14 Communication in the organization Exhibit 15 The process of decision making Exhibit 16 Models of decision making REQUIRED READING Reading note: Organizational theories BACKGROUND READING None. SPECIAL EQUIPMENT AND AIDS Overhead projector and chalkboard Session guide: Organizational theories
Exhibit 1: Organization theories Exhibit 2: Taylor's principles of scientific management Exhibit 3: Weber's bureaucratic approach Exhibit 4: Fayol's principles of management: Administrative theory Exhibit 5: Principles of the neoclassical approach Exhibit 6: Characteristics of modern approaches to the organization Exhibit 7: Modern approaches to organization: The systems approach Exhibit 8: The research organization as a social system Exhibit 9: The importance of goal settings Exhibit 10: The process of goal setting (management by objectives) Exhibit 11: The need for integration Exhibit 12: Methods of integration Exhibit 13: Organization-based power Exhibit 14: Communication in the organization Exhibit 15: The process of decision making Exhibit 16: Models of decision making
There are several theories which explain the organization and its structure (EXHIBIT 1). Classical organization theory includes the scientific management approach,Weber's bureaucratic approach, and administrative theory. The scientific management approach is based on the concept of planning of work to achieve efficiency, standardization, specialization and simplification. The approach to increased productivity is through mutual trust between management and workers. Taylor (1947) proposed four principles of scientific management: science, not rule-of-thumb; scientific selection of the worker; management and labour cooperation rather than conflict; and scientific training of workers. Show EXHIBIT 2 and discuss these principles. Weber's bureaucratic approach considers the organization as a part of broader society. The organization is based on the principles of: structure; specialization; predictability and stability; rationality; and democracy. Show EXHIBIT 3, and discuss Weber's bureaucratic approach. Observe that this approach is considered rigid, impersonal, self-perpetuating and empire building. Administrative theory was propounded by Henry Fayol and is based on several principles of management (EXHIBIT 4). In addition, management was considered as a set of planning, organizing, training, commanding and coordinating functions. Neoclassical theory emphasizes individual or group behaviour and human relations in determining productivity. The main features of the neoclassical approach are individual, work group and participatory management. Show EXHIBIT 5 and discuss the principles. Show EXHIBIT 6 on a modern approach to organization characteristics. Modern theories are based on the concept that the organization is an adaptive system which has to adjust to changes in its environment. Discuss the important characteristics of the modern approach to organizations. Modern theories include the systems approach, the socio-technical approach, and the contingency or situational approach. The systems approach considers the organization as a system composed of a set of inter- related - and thus mutually dependent - sub-systems. Thus the organization consists of components, linking processes and goals (EXHIBIT 7). The socio-technical approach considers the organization as composed of a social system, technical system and its environment. These interact among themselves and it is necessary to balance them appropriately for effective functioning of the organization. The contingency or situational approach recognizes that organizational systems are inter-related with their environment and that different environments require different organizational relationships for effective working of the organization. Ask participants whether they consider the research organization as a social system. Since scientists constitute the core resource in a research organization, their growth is as important as the growth of the organization. A social organization is characterized by complexity, degrees of inter-dependence between sub-systems, openness, balance and multiplicity of purposes, functions and objectives. Show EXHIBIT 8 and discuss each of these characteristics. Now move to goal setting in an organization. Ask participants "Why should goals be set?" Goals are set to increase performance and provide control. Show EXHIBIT 9 and discuss how goal setting improves performance. How are goals set? Following management by objectives, the process of goal setting involves five steps (EXHIBIT 10). First, the overall objectives of the organization are set and then an action plan is evolved. The second step is to prepare members in the organization for successful implementation of the action plan. Individual goals are set in the third step. Periodic appraisal and feedback is the fourth step, to ensure smooth implementation of the action plan. Finally, an appraisal of performance by results takes place. Now discuss the concept of integration and coordination in the organization. These are controlling mechanisms for smooth functioning of the organization. Organizational differentiation is the unbundling and re-arranging of the activities. Integration is re-grouping and re-linking them. The need for integration arises in the face of environmental complexity, diversity and change. Show EXHIBIT 11 and discuss some of the important reasons which necessitate integration. How is integration achieved? Obviously, the structure of the organization should facilitate proper coordination and integration of different specialized units. What could happen were the organizational structure not proper? Integration is achieved through vertical coordination along the hierarchy, decision making levels, and span of control (EXHIBIT 12). There are several methods to improve integration. These include rules and procedures and professional training. Next discuss the process in the organization, which involves the concept of power, decision making and communication. Power refers to the ability to get an individual or group to do something or to change in some way. Power could emanate from position, economic status, knowledge, performance, personality, physical or ideological traits. Observe that power is one of the strongest motives, and affects setting of objectives and availability of resources in an organization. Next discuss the concept, and the various types of organization-based power (EXHIBIT 13). Communication is another important process in the organization and is a key mechanism for achieving integration and coordination of the activities of specialized units at different levels in the organization. Communication can be horizontal, downward or upward (EXHIBIT 14). Finally, discuss decision making in an organization. It begins with goal setting, identification and evaluation of alternatives and the choice of criteria. Show EXHIBIT 15 and discuss the important steps involved in decision making. There are several models of decision making (EXHIBIT 16). Exhibit 1: Organization theories CLASSICAL ORGANIZATION THEORY Scientific Management approach Weber's Bureaucratic approach Administrative theory. NEOCLASSICAL THEORY MODERN ORGANIZATION THEORY Systems approach Socio-technical approach Contingency or Situational approach Exhibit 2: Taylor's principles of scientific management Science, not rule-of-thumb; Scientific selection of the worker Management and labour cooperation rather than conflict Scientific training of workers Exhibit 3: Weber's bureaucratic approach Structure Specialization Predictability and stability Rationality Democracy Exhibit 4: Fayol's principles of management: Administrative theory Division of work (specialization) Authority and responsibility Discipline Unity of command Unity of direction Subordination of individual interest Remuneration of personnel Centralization Scalar chain Order Equity Stability of tenure of personnel Initiative Esprit de corps The concept of line and staff Committees Functions of management - planning - organizing - training - commanding - coordinating Exhibit 5: Principles of the neoclassical approach INDIVIDUAL WORK GROUP PARTICIPATIVE MANAGEMENT Exhibit 6: Characteristics of modern approaches to the organization Systems viewpoint Dynamic process of interaction Multilevelled and multidimensional Multimotivated Probabilistic Multidisciplinary Descriptive Multivariable Adaptive Exhibit 7: Modern approaches to organization: The systems approach COMPONENTS The individual The formal and informal organization Patterns of behaviour Role perception The physical environment LINKING PROCESSES Communication Balance Decision analysis GOALS OF ORGANIZATION Growth Stability Interaction Exhibit 8: The research organization as a social system Characteristics of the research organization
Complexity Degree of inter-dependence between sub-systems Openness of the social organization Balance in the social organization Multiplicity of purposes, functions and objectives Exhibit 9: The importance of goal settings Clarified what people have to do Identifies problems and facilitates solution Reduces ambiguity in work Establishes a relationship between work and organizational achievements Assists individuals to allocate time, efforts and personal resources Provides a sense of accomplishment and contentment Provide control over the people in the organization Measures performance Exhibit 10: The process of goal setting (management by objectives) 1. Setting overall organizational objectives and action plan identifying key result areas identifying measures of performance stating objectives agreement on objectives and goals 2. Develop the organization 3. Set individual objectives 4. Periodic appraisal and feedback 5. Appraisal by results Exhibit 11: The need for integration Environmental complexity, diversity and change Increase in structural dimensions Specialization Across various specialized units - each pursuing individual objectives - to ensure that organizational goals are being pursued Conflict resolution Better performance and productivity Exhibit 12: Methods of integration COORDINATING VERTICALLY THROUGH THE HIERARCHY DETERMINING THE DECISION MAKING LEVEL DECIDING THE SPAN OF CONTROL Exhibit 13: Organization-based power REWARD POWER COERCIVE POWER EXPERT POWER CHARISMATIC POWER Exhibit 14: Communication in the organization
UPWARD
HORIZONTAL
DOWNWARD
Exhibit 15: The process of decision making SETTING ORGANIZATIONAL GOALS
ESTABLISHING PERFORMANCE CRITERIA
CLASSIFYING AND DEFINING THE PROBLEM
DEVELOPING CRITERIA FOR A SUCCESSFUL SOLUTION
GENERATING ALTERNATIVES
COMPARING ALTERNATIVES TO CRITERIA
CHOOSING AN ALTERNATIVE
IMPLEMENTING THE DECISION
MONITORING THE DECISION AND GETTING FEEDBACK Exhibit 16: Models of decision making Economic or Rational Choice model Incremental Bargaining method Simon's Bounded Rationality model Peters and Waterman's Well Managed model Quantitative techniques Reading note: Organizational theories
Classical organization theory Neoclassical theory Modern theories The research organization as a social system Process in the organization References
Organizational theories which explain the organization and its structure can be broadly classified as classical or modern. Classical organization theory
Taylor's scientific management approach Weber's bureaucratic approach Administrative theory
Classical organization theories (Taylor, 1947; Weber, 1947; Fayol, 1949) deal with the formal organization and concepts to increase management efficiency. Taylor presented scientific management concepts, Weber gave the bureaucratic approach, and Fayol developed the administrative theory of the organization. They all contributed significantly to the development of classical organization theory. Taylor's scientific management approach The scientific management approach developed by Taylor is based on the concept of planning of work to achieve efficiency, standardization, specialization and simplification. Acknowledging that the approach to increased productivity was through mutual trust between management and workers, Taylor suggested that, to increase this level of trust, the advantages of productivity improvement should go to workers, physical stress and anxiety should be eliminated as much as possible, capabilities of workers should be developed through training, and the traditional 'boss' concept should be eliminated. Taylor developed the following four principles of scientific management for improving productivity: Science, not rule-of-thumb Old rules-of-thumb should be supplanted by a scientific approach to each element of a person's work. Scientific selection of the worker Organizational members should be selected based on some analysis, and then trained, taught and developed. Management and labour cooperation rather than conflict Management should collaborate with all organizational members so that all work can be done in conformity with the scientific principles developed. Scientific training of the worker Workers should be trained by experts, using scientific methods. Weber's bureaucratic approach Considering the organization as a segment of broader society, Weber (1947) based the concept of the formal organization on the following principles: Structure In the organization, positions should be arranged in a hierarchy, each with a particular, established amount of responsibility and authority. Specialization Tasks should be distinguished on a functional basis, and then separated according to specialization, each having a separate chain of command. Predictability and stability The organization should operate according to a system of procedures consisting of formal rules and regulations. Rationality Recruitment and selection of personnel should be impartial. Democracy Responsibility and authority should be recognized by designations and not by persons. Weber's theory is infirm on account of dysfunctions (Hicks and Gullett, 1975) such as rigidity, impersonality, displacement of objectives, limitation of categorization, self- perpetuation and empire building, cost of controls, and anxiety to improve status. Administrative theory The elements of administrative theory (Fayol, 1949) relate to accomplishment of tasks, and include principles of management, the concept of line and staff, committees and functions of management. Division of work or specialization This increases productivity in both technical and managerial work. Authority and responsibility These are imperative for an organizational member to accomplish the organizational objectives. Discipline Members of the organization should honour the objectives of the organization. They should also comply with the rules and regulations of the organization. Unity of command This means taking orders from and being responsible to only one superior. Unity of direction Members of the organization should jointly work toward the same goals. Subordination of individual interest to general interest The interest of the organization should not become subservient to individual interests or the interest of a group of employees. Remuneration of personnel This can be based on diverse factors such as time, job, piece rates, bonuses, profit-sharing or non-financial rewards. Centralization Management should use an appropriate blend of both centralization and de-centralization of authority and decision making. Scalar chain If two members who are on the same level of hierarchy have to work together to accomplish a project, they need not follow the hierarchy level, but can interact with each other on a 'gang plank' if acceptable to the higher officials. Order The organization has a place for everything and everyone who ought to be so engaged. Equity Fairness, justice and equity should prevail in the organization. Stability of tenure of personnel Job security improves performance. An employee requires some time to get used to new work and do it well. Initiative This should be encouraged and stimulated. Esprit de corps Pride, allegiance and a sense of belonging are essential for good performance. Union is strength. The concept of line and staff The concept of line and staff is relevant in organizations which are large and require specialization of skill to achieve organizational goals. Line personnel are those who work directly to achieve organizational goals. Staff personnel include those whose basic function is to support and help line personnel. Committees Committees are part of the organization. Members from the same or different hierarchical levels from different departments can form committees around a common goal. They can be given different functions, such as managerial, decision making, recommending or policy formulation. Committees can take diverse forms, such as boards, commissions, task groups or ad hoc committees. Committees can be further divided according to their functions. In agricultural research organizations, committees are formed for research, staff evaluation or even allocation of land for experiments. Functions of management Fayol (1949) considered management as a set of planning, organizing, training, commanding and coordinating functions. Gulick and Urwick (1937) also considered organization in terms of management functions such as planning, organizing, staffing, directing, coordinating, reporting and budgeting. Neoclassical theory
Principles of the neoclassical approach
Neoclassical theorists recognized the importance of individual or group behaviour and emphasized human relations. Based on the Hawthorne experiments, the neoclassical approach emphasized social or human relationships among the operators, researchers and supervisors (Roethlisberger and Dickson, 1943). It was argued that these considerations were more consequential in determining productivity than mere changes in working conditions. Productivity increases were achieved as a result of high morale, which was influenced by the amount of individual, personal and intimate attention workers received. Principles of the neoclassical approach The classical approach stressed the formal organization. It was mechanistic and ignored major aspects of human nature. In contrast, the neoclassical approach introduced an informal organization structure and emphasized the following principles: The individual An individual is not a mechanical tool but a distinct social being, with aspirations beyond mere fulfilment of a few economic and security works. Individuals differ from each other in pursuing these desires. Thus, an individual should be recognized as interacting with social and economic factors. The work group The neoclassical approach highlighted the social facets of work groups or informal organizations that operate within a formal organization. The concept of 'group' and its synergistic benefits were considered important. Participative management Participative management or decision making permits workers to participate in the decision making process. This was a new form of management to ensure increases in productivity. Note the difference between Taylor's 'scientific management' - which focuses on work - and the neoclassical approach - which focuses on workers. Modern theories
The systems approach Socio-technical approach The contingency or situational approach
Modern theories tend to be based on the concept that the organization is a system which has to adapt to changes in its environment. In modern theory, an organization is defined as a designed and structured process in which individuals interact for objectives (Hicks and Gullet, 1975). The contemporary approach to the organization is multidisciplinary, as many scientists from different fields have contributed to its development, emphasizing the dynamic nature of communication and importance of integration of individual and organizational interests. These were subsequently re-emphasized by Bernard (1938) who gave the first modern and comprehensive view of management. Subsequently, conclusions on systems control gave insight into application of cybernetics. The operation research approach was suggested in 1940. It utilized the contributions of several disciplines in problem solving. Von Bertalanffy (1951) made a significant contribution by suggesting a component of general systems theory which is accepted as a basic premise of modern theory. Some of the notable characteristics of the modern approaches to the organization are: a systems viewpoint, a dynamic process of interaction, multilevelled and multidimensional, multimotivated, probabilistic, multidisciplinary, descriptive, multivariable, and adaptive. Modern understandings of the organization can be broadly classified into: the systems approach, socio-technical theory, and a contingency or situational approach. The systems approach The systems approach views organization as a system composed of interconnected - and thus mutually dependent - sub-systems. These sub-systems can have their own sub-sub- systems. A system can be perceived as composed of some components, functions and processes (Albrecht, 1983). Thus, the organization consists of the following three basic elements (Bakke, 1959): (i) Components There are five basic, interdependent parts of the organizing system, namely: the individual, the formal and informal organization, patterns of behaviour emerging from role demands of the organization, role comprehension of the individual, and the physical environment in which individuals work. (ii) Linking processes The different components of an organization are required to operate in an organized and correlated manner. The interaction between them is contingent upon the linking processes, which consist of communication, balance and decision making. Communication is a means for eliciting action, exerting control and effecting coordination to link decision centres in the system in a composite form. Balance is the equilibrium between different parts of the system so that they keep a harmoniously structured relationship with one another. Decision analysis is also considered to be a linking process in the systems approach. Decisions may be to produce or participate in the system. Decision to produce depends upon the attitude of the individual and the demands of the organization. Decision to participate refers to the individual's decisions to engross themselves in the organization process. That depends on what they get and what they are expected to do in participative decision making. (iii) Goals of organization The goals of an organization may be growth, stability and interaction. Interaction implies how best the members of an organization can interact with one another to their mutual advantage. Socio-technical approach It is not just job enlargement and enrichment which is important, but also transforming technology into a meaningful tool in the hands of the users. The socio-technical systems approach is based on the premise that every organization consists of the people, the technical system and the environment (Pasmore, 1988). People (the social system) use tools, techniques and knowledge (the technical system) to produce goods or services valued by consumers or users (who are part of the organization's external environment). Therefore, an equilibrium among the social system, the technical system and the environment is necessary to make the organization more effective. The contingency or situational approach The situational approach (Selznick, 1949; Burns and Stalker, 1961; Woodward, 1965; Lawrence and Lorsch, 1967) is based on the belief that there cannot be universal guidelines which are suitable for all situations. Organizational systems are inter-related with the environment. The contingency approach (Hellriegel and Slocum, 1973) suggests that different environments require different organizational relationships for optimum effectiveness, taking into consideration various social, legal, political, technical and economic factors. The research organization as a social system
Goal setting Integration and coordination
An organization is a continuing system, able to distinguish and integrate human activities. The organization utilizes, transforms and joins together a set of human, material and other resources for problem-solving (Bakke, 1959). The main function of an organization is to satisfy specific human needs in interaction with other sub-systems of human activities and resources in the given environment. In a research organization, individual needs of researchers are more often in conflict with organizational needs than in any other organization. Therefore, growth of the organization should concurrently also promote growth of the individual. Characteristics of the research organization Social organizations are characterized by their complexity, degree of inter-dependence between sub-systems, openness, balance, and multiplicity of purposes, functions and objectives (Huse and Bowditch, 1973). Complexity A research organization consists of a number of individuals, groups, or departments, each of which is a sub-system within the total system. The prevalence of these sub-systems makes the organization complex. Degree of inter-dependence of sub-systems The various sub-systems of the research organization are inter-dependent which makes it further complex, as each sub-system has its way of working, requirements, behaviour, etc. Openness of the social organization Research organizations operate in the wider environment of a larger organization or system, and are therefore open. They have to function in harmony with environmental requirements, goals and functions. This may cause conflicts in the organization unless the sub-systems are appropriately balanced. Balance and the social organization Social organizations are highly dynamic. Forces such as researchers, managerial hierarchy and various inputs from within and outside the organization have to be balanced for the smooth functioning of the organization. Multiplicity of purpose, functions and objectives Most research organizations have a multiplicity of sub-systems, each of which has dynamic interactions with others. In the research organization, a researcher can be viewed as a sub-system with specific needs, goals and functioning, although those needs, goals and functioning may sometimes not match those of the organization. Goal setting In an organization, goal setting is one of the control systems, a component of the appraisal process and an effective tool for human resource management (Locke, 1968; Sherwin, 1976). The concept of goal setting is now used to increase the performance of the organization as well as the individual through management by objectives. Drucker (1954) suggested that management by objectives can be useful for managers for effectively managing the future direction of the organization. Importance of goal setting Well specified and clear goals improve performance in an organization by: making clear what people have to do; solving specific problems related to the work as they emerge during the process of goal setting; reducing ambivalence in the assigned work and thus encouraging increasing efforts; supporting people to find a connection between their work and the achievements of the organization; assisting individuals in allocating their time, efforts and personal resources to important areas; giving a feeling of accomplishment and contentment when specified goals are achieved; and providing some control over the people and their work in an organization. Goals are an objective way of assessing performance in the organization. There is a definite linkage between goal setting and performance. Latham (1981) reported that specified goals are better than vague or general goals, difficult and challenging but attainable goals are better than relatively easy goals, goals evolved through participation and accepted by workers are preferred to assigned goals, and objective and timely feedback about progress toward goals is better than no feedback. The process of goal setting Peter Drucker suggested thirty years ago that a systematic approach to goal setting and appraising by results leads to improved organizational performance and employee satisfaction. This concept of goal setting is now widely used in most organizations. The process of goal setting (or management by objectives as it is often called) involves several steps (Luthans, 1985): (i) The first step in the process is setting general organizational objectives and preparing an action plan. Goal setting is based on a top-down approach, and involves: identifying key result areas in the organization, identifying measures of performance, stating objectives, and evolving agreement between members of top management on the objectives and goals set. (ii) Once goals are formulated, the second step is to activate the system for implementation. For successful implementation of such a system, it is essential to prepare the members in the organization. (iii) The third step is to set individual goals. Individual goals are decided jointly by superiors and subordinates. Once goals are finalized, an action plan is developed for implementation. (iv) The fourth step involves: ensuring that work is carried out in the right direction, identifying obstacles, and making adjustments to eliminate obstacles. (v) Finally comes appraisal of performance of the individual against the set targets. An appraisal and feedback system is an important part of goal setting. The individual is given feedback on his or her performance, and provided with suitable rewards and motivation. Integration and coordination Integration and coordination refer to integration of the objectives and activities of specialized units or sub-systems in order to achieve the organization's overall strategic objectives. Coordination and integration are necessary controlling mechanisms to ensure placid functioning, particularly when organizations become large and complex. Integration aims at ensuring that different sub-systems work towards common goals. Integration of the organizational sub-systems relates to differentiation and division of labour in the organization. Organizational differentiation means un-bundling and re-arranging of activities. Re-grouping and re-linking them is organizational integration (Lawrence and Lorsch, 1967). When different units are assigned different tasks and functions, they set independent goals for performing the assigned tasks and function accordingly. In such situations, integration of the activities of different sub-systems is necessary to facilitate smooth working and to bridge communication gaps. In research organizations, integration of research units and administrative units is very important for the smooth functioning of research activities. Need for integration Integration and coordination is necessary for several reasons (Anderson, 1988): As the organization encounters environmental complexity, diversity and change, it requires more and more differentiation of its units. Need for integration also increases with increase in structural dimensions. Different specialized units are required to achieve broad strategic objectives rather than only individual objectives. For the purpose of achieving these strategic objectives, a research manager has to coordinate different units. A research manager has to settle conflicts and disputes between different specialized units. When different units are assigned different goals and tasks, conflicts are inevitable. A manager needs to integrate and coordinate the work of different sub-units to effectively resolve conflicts. Managers also need to coordinate and integrate independent units or research stations to ensure that their objectives and functioning are in consonance with overall organizational goals and strategies. The necessity for coordination increases with increased specialization, because increases in specialized functions leads to decision making in specialized units or sub-units. This may cause conflict. Methods of integration Within any large organization it is important to have proper communication systems to enable different sub-systems to coordinate various activities and avoid obstacles in the work environment. Lack of proper coordination often causes conflicts in an organization. To ensure proper coordination in research organizations, the research manager has to take care of behavioural dimensions (such as motivation and conflicts) while ensuring an efficient overall structure. Achieving integration The structure of a research institution needs to be suitably designed to facilitate proper coordination and integration of different specialized units. A poorly designed structure may: hinder coordination and integration, cause conflicts, and lead to poor performance. Coordinating vertically through hierarchy Work is assigned to specialized units and coordinated by a manager. A hierarchy (vertical) of authority evolves from lower to higher levels. A manager can use the following principles of hierarchy of authority for integrating specialized units: The unity of command principle. Every worker should report to only one manager. The scalar principle. Decision making authority (and a chain of command) should be from the top to lower levels. Responsibility principle. A manager is accountable for the performance of his or her subordinates. In turn, subordinates are responsible to their manager for their performance. Determining the decision making level A manager has to decide about the levels at which decisions are to be taken, and this would depend upon the type, impact and values of decisions. Deciding the span of control Span of control refers to the number of specialized activities or personnel supervised by one manager. There is no optimal number for a span of control and number of levels in the hierarchy. In fact, span of control and hierarchy levels are inter-related and depend on situational factors (Barkdull, 1963). Some of the important situational factors are: Similarity of functions. Complexity of supervised functions. Direction and control needed by subordinates. Coordination required by the manager. Planning required by the manager. Organizational help received by the manager. Methods to improve integration There are several ways to improve integration, the most common being through a hierarchy of authority. For this, specialized units whose activities are inter-related could be put under one manager. Coordination can also be improved through developing rules and procedures wherever possible, providing professional training, liaison roles, and use of professional committees involving managers from different specialized units. Using committees to improve coordination is more difficult than other methods, as it requires considerable skills in group dynamics and technical knowledge on the part of the chairperson of the committee. The person who takes this role must not be involved directly in the work, but tries to assist managers in improving integration. Process in the organization
Power in the organization Communication in the organization
Norms for proper functioning of the organization are evolved through organizational processes. These relate to power, decision making, communication, motivation and leadership. Socialization also plays a significant role. Power in the organization Power refers to the ability to get an individual or group to do something or to change in some way. Politics is a process to achieve power. Power is inter-related with authority and influence. Bernard (1938) defined authority in terms of 'legitimate power.' Power is considered as an essential element in any human organization so as to engender order and coordinate various activities. Power provides one of the strongest motivations (Galbraith, 1952). It also affects the setting of objectives and the distribution of resources in an organization. The source of power can be positional, economic, knowledge, performance, personality, physical or ideological (Hicks, 1975). Organization-based power refers to the power beyond the range of legitimate authority because of the position which a person has in the organization (Milgram, 1974). This power can be controlled and transferred by the organization. Four categories of organizational power can identified, according to source (French and Raven, 1959): Reward power This refers to the control over rewards desired by others. This is given by persons at a higher level or by decision-makers. Coercive power This is the power to give punishment. This too is given by persons at a higher level or by decision-makers. Expert power This is based on personal skills, knowledge, training, experience, etc. It cannot be transferred by the organization since it is person-specific. Charismatic power This derives from the sensitivity of the owner. This facilitates association with others. In research organizations, as in other organizations, power plays a significant role. It influences the organization's strategies, recruitment of competent scientists, behavioural control system and changes in the organizational structure. Communication in the organization Communication is a basic element in organizational structure and functioning. It is the key mechanism for achieving integration and coordination of the activities of specialized units at different levels in the organization. The communication process consists of seven steps (Shannon and Weaver, 1949): message, encoding, transmitting, receiving, decoding, understanding and feedback. Organizational communication can be horizontal, upward, and downward: Horizontal (lateral) communication aims at linking related tasks, work units and divisions in the organization. The importance of horizontal communication increases with task specialization and diversity in organizational structure. The need for lateral or horizontal communication was first stressed by Fayol (1949), when he suggested a 'gang plank' between similar hierarchical positions. Downward communication provides information from higher levels to lower levels. Being superior-subordinate communication, it follows the chain of command through the line of authority. Downward communication can be of four types (Katz and Kahn, 1966): - communication designed to provide job rationale to produce understanding of the task and its relation to other organizational tasks; - communication about organizational procedures and practices; - feedback to the subordinate about his or her performance; and - communication to foster inculcation of organizational goals. Upward communication serves as a control system for the organization. In an agricultural research organization, a suitable blending of lateral, downward and upward communication is required to effectively coordinate and integrate activities of individual subsystems. The effectiveness of research results greatly depends upon proper communication links among scientists, between scientists and agricultural extension workers, and between extension workers and farmers. In an agricultural research organization, there are several specialized sub-systems which need to be integrated through horizontal communication. Downward communication facilitates transmission of research results to actual users. Upward communication enables flow of information from lowers level to the top level: farmers extension workers scientists research manager DG and policy-makers Organizational decision making Decision making is choosing among alternatives. It starts with goal setting in the organization, and entails searching for alternatives, analysing alternatives and choosing criteria. Decisions may pertain to broad policies or plans for the organization, programmes and projects to achieve goals, or operations of programmes and management systems. The process of decision making involves nine steps (Hicks and Gullet, 1975; Anderson 1988): (i) Setting organizational goals. (ii) Establishing performance criteria. (iii) Classifying and defining the problem. (iv) Developing criteria for a successful solution. (v) Generating alternatives. (vi) Comparing alternatives to criteria. (vii) Choosing an alternative. (viii) Implementing the decision. (ix) Monitoring the decision and getting feedback. Models of decision making There are five major models for decision making in an organization (Gortner, Mahler and Nicholson, 1987). They are: The economic or rational choice model, as used in bureaucratic organizations. It is based on rational choice among well reasoned and logical alternatives. Incremental bargaining, commonly used in resolving conflicts through negotiation. Simon's bounded rationality model, which is used as an aggregative model in administrative practices. This model is suitable as a consultant-assisted method for policy making. Peters and Waterman's well managed model (also called the garbage can or non-decision making model) aims at formulating a descriptive model of choice which focuses on the expressive character of decision making in the organization. It does not consider rationality and incrementation. This method is based on an empirical perception of how successful organizations are being run. Quantitative techniques of decision making. Decisions have to be made under varying conditions of certainty or uncertainty, with different degrees of risk (Luthans, 1985). Certainty decisions are largely made by managers at lower levels under known conditions with known outcomes. For such decisions, nearly complete information is available. Quantitative techniques are not usually required to make certainty decisions. However, calculus and a few mathematical programming techniques can be useful. Risk decisions are more difficult to make than certainty decisions because of limited information and the possibility of several outcomes for each alternative. Most risk decisions are taken at higher levels. For risk decisions, probability techniques (objective and subjective probability) are widely used. Decisions under uncertainty are the most intricate. For such decisions, probability techniques are of limited help. However, minimax analysis and Bayes's procedure can be used in refining the decision making process under conditions of uncertainty. Minimax analysis attempts to calculate the worst outcome that can occur for each alternative, whereas Bayes's procedure is based on the concept of expected value and assumes that each possible outcome has an equal chance of occurring. References Albrecht, K. 1983. New systems view of the organization. pp. 44-59, in: Organization Development. Englewood Cliffs, NJ: Prentice-Hall. Anderson, C.R. 1988. Management: Skills, Functions and Organization Performance. New York, NY: Allyn and Bacon. Bakke, W.E. 1959. Concept of social organization. pp. 16-75, in: Haire, M. (ed), Modern Organization Theory, New York, NY: John Wiley. Barkdull, C.W. 1963. Span of Control: A method of evaluation. Michigan Business Review, 15(3). Bernard, C. 1938. The Functions of the Executive. Cambridge, MA: Harvard University Press. See pages 65-114. Burns, T.G., & Stalker, G.M. 1961. The Management of Innovation. London: Tavistock Institute. David, S.M., & Lawrence, P.R. 1978. Problems of matrix organizations. Harvard Business Review, May-June: 131-142. Drucker, P.F. 1954. The Practice of Management. New York, NY: Harper. Fayol, H. 1949. General and Industrial Management, translated by Constance Storrs. London: Pitman. French, J.R.P., Jr., & Raven, B. 1959. The bases of social power. pp. 156- 165, in: Cartwright, D. (ed), Studies in Social Power. Ann Arbor, MI: University of Michigan. Galbraith, J.K. 1956. American Capitalism: The Concept of Countervailing Power. Boston, MA: Houghton Mifflin. Gortner, H.F., Mahler, J., & Nicholson, J.B. 1987. Organization Theory. Reading, MA: Dorsey Press. See pages 244-266. Gulick, L., & Urwick, L. (eds) 1937. Papers on the Science of Administration. New York, NY: Institute of Public Administration. Hellriegel, D., & Slocum J.W., Jr. 1973. Organization theory: a contingency approach. Business Horizons, April, 1973. Hicks, G.H., & Gullet, C.R. 1975. Organizations: Theory and Behaviour. New York, NY: McGraw-Hill. See pages 245-259. Huse, E.F., & Bowditch, J.L. 1973. Behaviour in Organizations. The Philippines: Addison- Wesley. See pages 27-44. Katz, D., & Kahn, R. 1978. The Social Psychology of Organizations. New York, NY: John Wiley. Latham, G.P. et. al., 1981. Goal setting and task performance: 1969-80. Psychological Bulletin, July: 125-152. Lawrence, P.R., & Lorsch, J.W. 1967. Differentiation and integration in complex organizations. Administrative Science Quarterly, June: 1-47. Locke, E.A. 1968. Toward a theory of task motivation and incentives. Organizational Behaviour and Human Performance, May: 157-89. Luthans, F. 1985. Organizational Behaviour. Singapore: McGraw-Hill. See pages 257-262 and 599-610. Milgram, S. 1974. Obedience to Authority. New York, NY: Harper & Row. Pasmore, W.A. 1988. Designing Effective Organizations, New York, NY: John Wiley. See pages 87-109. Roethlisberger, F.J., & Dickson, J.W. 1943. Management and the Worker. Cambridge, MA: Harvard University Press. Seiznick, P. 1949. TVA and the Grass Roots. Berkeley, CA: University of California Press. Shannon, C.E., & Weaver, W. 1949. The Mathematical Theory of Communication. Urbana, IL: University of Illinois Press. Sherwin, D.S. 1976. Management of objectives. Harvard Business Review, May-June: 149- 160. Taylor, F.W. 1947. Principles of Scientific Management. New York, NY: Harper. Tosi, H.L., Rizzo, J.R., & Carroll, S. 1986. Managing Organizational Behaviour. New York, NY: Pitman. Von Bertalanffy, L. 1951. General systems theory: a new approach to the unit of science. Human Biology, December. Weber, M. 1947. The Theory of Social and Economic Organization. Translated by Talcott Parsons. New York, NY: Free Press. Woodward, J. 1965. Industrial Organization. Oxford: Oxford University Press.
Structure of an organization
Session guide: Structure of an organization Reading note: Structure of an organization Type of organizational structure Choosing the organizational structure References
DATE TIME FORMAT - Plenary participatory lecture TRAINER OBJECTIVES At the end of this session, participants should be able to understand and appreciate: 1. The concept of an organization. 2. Principles of organizational structuring. 3. Traditional and modern types of organizational structure. 4. Considerations in choosing an organizational structure. INSTRUCTIONAL MATERIALS Exhibit 1 The concept of an organization Exhibit 2 Features of an organization Exhibit 3 Structure of an organization Exhibit 4 Considerations in designing organizational structure Exhibit 5 Principles of organizational structure Exhibit 6 Rationale for assembling institution units Exhibit 7 Types of organizational structure Exhibit 8 Line-discipline organization Exhibit 9 Line-commodities and production areas Exhibit 10 Rubber Research Institute of Malaysia Exhibit 11 Matrix organization Exhibit 12 Where matrix is best Exhibit 13 Requirements for a matrix organization Exhibit 14 Responsibilities and interest of matrix research organization Exhibit 15 Questions concerning the management of a matrix research organization Exhibit 16 Modified matrix organization Exhibit 17 An integrated national research system (Chart 1) Exhibit 18 An integrated national research system (Chart 2) (administration and support services) Exhibit 19 Executive and other committees REQUIRED READING Reading note: Structure of an organization. BACKGROUND READING None. SPECIAL EQUIPMENT AND AIDS None. Session guide: Structure of an organization
Exhibit 1: The concept of an organization Exhibit 2: Features of an organization Exhibit 3: Structure of an organization Exhibit 4: Considerations in designing organizational structure Exhibit 5: Principles of organizational structure Exhibit 6: Rationale for assembling institutional units Exhibit 7: Types of organizational structure Exhibit 8: Line-discipline organization Exhibit 9: Line-commodities and production areas organization Exhibit 10: Hierarchical structure of the Rubber Research Institute of Malaysia Exhibit 11: Matrix organization Exhibit 12: Where the matrix approach is best Exhibit 13: Requirements for a matrix organization Exhibit 14: Responsibilities and interests of matrix research organisations Exhibit 15: Questions concerning the management of a matrix research organization Exhibit 16: Modified matrix organization Exhibit 17: An integrated national research system - Chart 1 Exhibit 18: An integrated national research system - Chart 2 Exhibit 19: Executive and other committees
Initiate discussion by asking participants what is meant by an organization. Leavitt defined an organization as a particular pattern of structure, people, task and techniques. Show EXHIBIT 1 and discuss various definitions of an organization. Observe that there are common features in all these definitions (EXHIBIT 2). The structure of an organization is the manner in which various sub-units are arranged and inter-related. Show EXHIBIT 3 and discuss the importance of structure in providing guidelines on hierarchy, authority of structure and relationships, linkage between different functions and coordination with environment. Structure is composed of three components: complexity, formalization and centralization. Discuss each of these components. Complexity is the degree to which activities within the organization are differentiated. Such differentiations may be horizontal, vertical or spatial. What are the important considerations in designing an organization? Add your own observations to the responses of participants. As EXHIBIT 4 shows, in designing an organization due consideration has to be given to ensure clarity, understanding, de- centralization, stability and adaptability. Now discuss the theoretical basis for organizational structuring. The basic principles are specialization, coordination, de-centralization and centralization, and line and staff relationships. Show EXHIBIT 5 and discuss each of these. Specialization is division of work into components or units in which people specialize. It can be vertical (kinds of work at different levels in the organization) or horizontal (division into departments). Specialization facilitates application of special knowledge for achievement of goals. This increases the efficiency of the organization. Disadvantages of specialization would include adverse effects on fundamental work attitudes, relationships and communication. Coordination is integration of activities of specialized units towards the common objective. This involves placement of different units in the organization together or separately and deciding on patterns of relationship and communication. Coordination is achieved through hierarchy of authority. This involves important principles of organization. Unity of command is being responsible to and receiving orders from only one superior. The scalar principle ensures a chain of command in a straight line from top to bottom. Since this is not always desirable or possible, employees could also relate with each other on a 'gang plank.' The responsibility and authority principle establishes the need for authority along with responsibility for accomplishing tasks. Span of control refers to the number of specialized units of persons under one management. Discuss the situational factors which affect the span of control. Departmentalization is the process of grouping different types of functions and activities of the organization. Departmentalization may be functional, by product, or by users, territory, process, equipment, etc. Another important principle of organizational structuring is whether decision making is delegated to lower levels (de-centralized) or concentrated at the top (centralized). Observe that organizations have different blends of centralization and de-centralization. Line authority refers to the superior-subordinate relationship through the hierarchy of authority. Line employees are directly responsible for achieving organizational goals. Staff employees aid and support line employees in their work. Thus, they have different functions and goals, which could lead to conflicts, but they should be avoidable. Ask participants about conflict between line and staff in their organizations. Issues in conflict resolution will be discussed in another module. Ask participants whether the structure of an organization should remain stable throughout or change in response to environmental changes. Obviously, the organization has to respond to changes in the environment as they affect its working. One of the principles of management discussed during the previous session was 'departmentalization.' This principle is concerned with sectioning an institute into administrative units to enhance the probability of the institute achieving its goals by implementing its plans within the limits of its capabilities. There are two rationales used for assembling, or sectioning, institutional units. These are concerned with (1) the grouping of the institute's staff into administrative units, and (2) the flow of authority and responsibility within an institute. Show EXHIBIT 6. Each of these rationales is to be discussed in conjunction with subsequent exhibits. Now discuss different types of organizational structure. They could be classical or modern (EXHIBIT 7). The classical organizational structure includes simple centralized design, bureaucratic organization and divisionalized organization. The simple centralized design is suited for smaller organizations, where power, decision making authority and responsibility for goal setting are vested in one or two persons. The bureaucratic structure is suited where standard methods and procedures are employed for ensuring work performance. The divisionalized organization refers to a multiproduct or service design. Show EXHIBIT 8. One of the first things that one notes about this exhibit is that it has been departmentalized by discipline. This is a comfortable grouping for scientists. It is the way universities are departmentalized and most of the early research institutes used a similar approach. EXHIBIT 8 also demonstrates a line organization in which the line of authority flows in an unbroken chain from the chief executive to the lowest organizational level, with each subordinate having one person to report to. In the previous session, when we were discussing management principles, this was called the scalar principle. Another way of departmentalizing an institute is by commodity and production areas. Show EXHIBIT 9 and discuss. Ask participants if they have examples from their institutes of departmentalization by discipline, as in EXHIBIT 8, or by commodity, as shown in EXHIBIT 9. EXHIBIT 10 provides an example of an institute that has been departmentalized by several of the rationales that were shown in EXHIBIT 6. Briefly show EXHIBIT 6 again. Then go back to EXHIBIT 10 and ask the participants to group the Rubber Research Institute departments, divisions and groups under the rationales of EXHIBIT 1. The departments can be grouped thus: DISCIPLINARY FUNCTIONAL Biology Extension and Development Chemistry and Technology Research Support and Services The divisions and groups can be grouped thus: DISCIPLINARY COMMODITIES AND PRODUCTION AREAS FUNCTIONAL Plant Protection and Microbiology Plant Science Product Development Tapping and Exploitation Physiology Soil Management Engineering and Testing Analytical Chemistry Crop Management Specification and Quality Control Polymer Physics and Processing Computer Unit Extension and Development Applied Economics and Statistics Research Stations In the Rubber Research Institute example, it is not clear exactly where some of the sections should be placed. Take for example, the Plant Protection and Microbiology groups. Microbiology clearly is a discipline, but what about plant protection? Does this include mechanical weed control during early stages of growth? Does it include irrigation practices? If plant protection includes many disciplinary approaches then it would be better placed under the commodities and production areas category. Show EXHIBIT 11. This is a relatively new form of organization that involves two intersecting chains of command and two approaches to departmentalization. One way of departmentalization is almost always according to projects or programmes, the other usually being either disciplinary or functional. This form of management has evolved as clients or funding organizations have begun to place more emphasis on results - i.e., completed projects which have attained their technical, fiscal and schedule goals. Exhibit 11 also shows a disciplinary organization which has been overlaid with a project organization to make a matrix organization. Both project directors and disciplinary department directors report to the institute director. As shown in the exhibit, Project A draws 4 staff members from the Plant Physiology Department. The check () indicates that the project manager for Project A was drawn from the Virology Department. When Project A is completed or terminated, the staff members will return to their disciplinary departments. For the duration of the project, however, they will report to and receive direction from the project manager on project matters. The disciplinary department directors, however, normally maintain responsibility for personnel and administrative matters, such as salary reviews and personnel development activities. Show EXHIBIT 12. Ask the participants for examples of situations where a matrix structure may be best. Now discuss the benefits of a matrix organization. A number of comments might be made regarding each of these benefits. For example, 'effective use of specialists' refers to an ability within an organization to use specialists across divisional lines. This means that a good chemist, for example, may have opportunities to work on other projects outside his or her department, and does not have to rely only on projects within his or her department. The environment is also important, especially when one considers disciplines to stimulate new research projects and ideas. Equipment and facilities considerations may be equally important. Not only is there a tendency for there to be more and better equipment and facilities within a matrix management system, the equipment and facilities tend to be utilized more, and are therefore more cost effective. Next discuss the disadvantages of a matrix organization. Matrix management definitely requires teamwork, communication and certain types of personalities. Functional officers or divisions are often reluctant to release personnel and other resources to projects in other divisions. 'Empire building' is a problem in this context. Likewise, specialists feel comfortable working with their technical peers and colleagues within their own department, and might feel ill at ease being transferred - even temporarily - to another division. Show EXHIBIT 13 and discuss each of the four points. It is useful to discuss at which level or office in the organization these requirements should be met. Show EXHIBIT 14 and discuss. The exhibit is self-explanatory, with the possible exception of the term 'efficiency' under disciplinary or functional management, and 'effectiveness' under project management. Efficiency in disciplinary or functional management refers to managerial efficiency in managing financial, equipment and other resources. Effectiveness in project management refers to the effectiveness of the project in achieving its goals and objectives. Managerial efficiency, of course, can greatly influence the effectiveness or lack of effectiveness of a project. It is possible, nonetheless, to have an effective project which was not efficiently managed. While discussing EXHIBIT 14, it might be useful to refer to EXHIBIT 15. EXHIBIT 16 shows a modified matrix organizational structure. Here, as with the matrix structure, staff members are assembled from several divisions to carry out a project under the leadership of a project manager. In the modified matrix case, however, the project manager reports to his or her department head instead of to the institute director. A modified matrix structure is also used for complex activities in uncertain environments, as in the case with the matrix structure. However, when the project tends to be small, it is often more efficient to use the modified matrix approach. In EXHIBIT 16, the circle around the staff number for a project from a department indicates that the project manager is located in this department. For example, the project manager for Project B is in the Genetics Department. EXHIBITS 17, 18 and 19 show how a national research system could be integrated by using a matrix organizational approach. EXHIBIT 17 shows how programmes and projects under the Senior Deputy Director for Commodities, Production Areas and Extension, draw on the staff and facilities of the disciplinary central and regional research institutes. In such an arrangement, the Senior Deputy Director focuses on programme productivity. The Deputy Directors for the Central and Regional Agricultural Research Institutes focus on the technical quality of the output of their institutes, in support of the national programmes. In EXHIBIT 17, the circles at an intersection of the matrix indicates staff drawn from an institute's department to work on a project, the number denoting the number of people drawn from the department and the check () indicating from where the project manager was drawn. For example, in Project 'B' of the Fields Crops Programme, three people from Regional Research Institute 2 are conducting this project. Two staff members are from the Irrigation and Salinity Department and one person, who is also the project manager, is from the Soil Physics Department. For project matters, the project manager will report to the head of the Field Crops Programme for the duration of the project. As can be seen from this figure, some project managers may be drawn from institutes, as in the preceding example, or they may come from the programme staff, as is the case for Project 'A' under the Animal Husbandry Programme. EXHIBIT 18 shows how support services and administration relate to the research institutes. The Deputy Directors for these two areas are responsible for organizing them for the national research system and ensuring that quality is maintained. The institute directors are concerned with the productivity of these services in assisting the institute to carry out its work. There are different ways by which administrative control and reporting requirements can be exercised in the organization, as shown in EXHIBIT 14. Ask the participants to make suggestions. Communication is very important in an agricultural research organization. A common way of aiding the communications process is to establish committees to address important areas for the organization. EXHIBIT 19 shows an Executive Committee, together with committees for Quality Control, for Productivity, for Support Services and for Administration. Discuss with the participants the need for these committees, as well as their suggested composition and meeting schedule. Are other committees needed? Exhibit 1: The concept of an organization "...organization is a particular pattern of structure, people, tasks and techniques.. " Source: Leavitt, H.J. 1962. Applied organization and readings. Changes in industry: structural, technical and human approach. in: Cooper, W.W., et al. New Perspectives in Organization Research. New York, NY: Wiley. "... a system which is composed of a set of subsystems..." Source: Katz, D., and Kahn, R.L. 1978. The Social Psychology of Organizations. New York, NY: Wiley Exhibit 2: Features of an organization Composed of individuals and groups of individuals Oriented towards achievement of common goals Differential functions Intended rational coordination Continuity through time Exhibit 3: Structure of an organization Definition "... institutional arrangements and mechanisms for mobilizing human, physical, financial and information resources at all levels of the system..." Utility Division of work into activities Linkage between different functions Hierarchy Authority structure Authority relationships Coordination with the environment Components Complexity Formalization Centralization Source: Sachdeva, P.S. 1990. Analytical framework for the organization and structure of NARS. in: Organization and Structure of NARS: Selected Papers. The Hague: ISNAR. Exhibit 4: Considerations in designing organizational structure CLARITY UNDERSTANDING DE-CENTRALIZATION STABILITY AND ADAPTABILITY Exhibit 5: Principles of organizational structure Specialization Horizontal Vertical Coordination Unity of command Scalar principle Responsibility and authority principle Span of control Departmentalization - functional - product - users - territory - process or equipment De-centralization and centralization Line and staff relationships Exhibit 6: Rationale for assembling institutional units Grouping of staff Disciplinary Functional Commodity or production area Geographical Project Flow of authority Line Matrix Modified matrix Exhibit 7: Types of organizational structure Classic organizational structure Simple centralized design Bureaucratic organization Divisionalized organization Modern organizational design Project organization Matrix organization Adhocracy or Organic organizational structure Exhibit 8: Line-discipline organization LINE-DISCIPLINE ORGANIZATION
Exhibit 9: Line-commodities and production areas organization LINE-COMMODITIES AND PRODUCTION AREAS ORGANIZATION
Exhibit 10: Hierarchical structure of the Rubber Research Institute of Malaysia MALAYSIAN RUBBER RESEARCH AND DEVELOPMENT BOARD RUBBER RESEARCH INSTITUTE BOARD
Exhibit 12: Where the matrix approach is best Matrix organizations have been found to be best for complex activities in uncertain environments Benefits Effective use of specialists Job security for specialists Friendly environment for specialists Equipment and facilities: more and better Disadvantages Stress Specialists with several bosses Project managers requiring several specialists or shared specialists Functional managers providing shared specialists Sacrifice of territorial incentive Exhibit 13: Requirements for a matrix organization - Well-defined charters - Communication - Planning - Teamwork - Willingness to compromise - Good management skills Exhibit 14: Responsibilities and interests of matrix research organisations RESPONSIBILITIES AND INTERESTS OF MATRIX RESEARCH ORGANISATIONS
Exhibit 15: Questions concerning the management of a matrix research organization Which functions should be in the project office and which in should remain in the functional organization? What is the project manager's role in performance evaluation of functional specialists? Should the functional specialists be located with the functional manager or with the project manager? How are the functional managers accountable for the outputs of their subordinates? What is the functional manager's role in goal setting, progress monitoring and performance evaluation? How can functional managers' and project managers' pay be linked to performance, meeting objectives, or both? How can functional managers get more exposure to customers, and how can project managers become more inclined to fund the development of corporate resources? How can competition among functional organizations (or between functional and project organizations) be minimized when these organizations have similar capabilities and interests? Exhibit 16: Modified matrix organization MODIFIED MATRIX ORGANIZATION
Exhibit 17: An integrated national research system - Chart 1 AN INTEGRATED NATIONAL RESEARCH SYSTEM - CHART 1 Exhibit 18: An integrated national research system - Chart 2 AN INTEGRATED NATIONAL RESEARCH SYSTEM - CHART 2 Exhibit 19: Executive and other committees EXECUTIVE AND OTHER COMMITTEES Reading note: Structure of an organization
Structure Designing organizational structures Principles of organization structure
The term organization has been defined in several ways. Leavitt (1962) defines it as a specific configuration of structure, people, task and techniques. Structuredescribes the form of departments, hierarchy and committees. It influences the organization's efficiency and effectiveness. People refers to the skills, attitudes and social interaction of the members of the organization. Task refers to the goals of the individual and the organization. Techniques refers to the methodical approach used to perform tasks. Organizational structure thus refers to the institutional arrangements and mechanisms for mobilizing human, physical, financial and information resources at all levels of the system (Sachdeva, 1990). Organization is also defined as a system incorporating a set of sub-systems (Katz and Kahn, 1978). These sub-systems are related group of activities which are performed to meet the objectives of the organization. Organization has been viewed differently by numerous theorists. However, all definitions usually contain five common features: composed of individuals and groups of individuals; oriented towards achieving common goals; differential functions; intended rational coordination; and continuity through time. Structure Structure is thus an integral component of the organization. Nystrom and Starbuck (1981) have defined structure as the arrangement and interrelationship of component parts and positions in an organization. It provides guidelines on: division of work into activities; linkage between different functions; hierarchy; authority structure; authority relationships; and coordination with the environment. Organizational structure may differ within the same organization according to the particular requirements. Structure in an organization has three components (Robbins, 1989): Complexity, referring to the degree to which activities within the organization are differentiated. This differentiation has three dimensions: - horizontal differentiation refers to the degree of differentiation between units based on the orientation of members, the nature of tasks they perform and their education and training, - vertical differentiation is characterized by the number of hierarchical levels in the organization, and - spatial differentiation is the degree to which the location of the organization's offices, facilities and personnel are geographically distributed; Formalization refers to the extent to which jobs within the organization are specialized. The degree of formalization can vary widely between and within organizations; Centralization refers to the degree to which decision making is concentrated at one point in the organization. Designing organizational structures Some important considerations in designing an effective organizational structure are: Clarity The structure of the organization should be such that there is no confusion about people's goals, tasks, style of functioning, reporting relationship and sources of information. Understanding The structure of an organization should provide people with a clear picture of how their work fits into the organization. De-centralization The design of an organization should compel discussions and decisions at the lowest possible level. Stability and adaptability While the organizational structure should be adaptable to environmental changes, it should remain steady during unfavourable conditions. Principles of organization structure Modern organizational structures have evolved from several organizational theories, which have identified certain principles as basic to any organization. Specialization Specialization facilitates division of work into units for efficient performance. According to the classical approach, work can be performed much better if it is divided into components and people are encouraged to specialize by components. Work can be specialized both horizontally and vertically (Anderson, 1988). Vertical specialization in a research organization refers to different kinds of work at different levels, such as project leader, scientist, researcher, field staff, etc. Horizontally, work is divided into departments like genetics, plant pathology, administration, accounts, etc. Specialization enables application of specialized knowledge which betters the quality of work and improves organizational efficiency. At the same time, it can also influence fundamental work attitudes, relationships and communication. This may make coordination difficult and obstruct the functioning of the organization. There are four main causal factors which could unfavourably affect attitudes and work styles. These are differences in: goal orientation; time orientation; inter-personal orientation; and the formality of structure (Lawrence and Lorsch, 1967). Coordination Coordination refers to integrating the objectives and activities of specialized departments to realize broad strategic objectives of the organization. It includes two basic decisions pertaining to: (i) which units or groups should be placed together; and (ii) the patterns of relationships, information networks and communication (Anderson, 1988). In agricultural research institutions, where most of the research is multidisciplinary but involves specialization, coordination of different activities is important to achieve strategic objectives. Efficient coordination can also help in resolving conflicts and disputes between scientists in a research organization. Hierarchy facilitates vertical coordination of various departments and their activities. Organizational theorists have over the years developed several principles relating to the hierarchy of authority for coordinating various activities. Some of the important principles are discussed below. Unity of Command Every person in an organization should be responsible to one superior and receive orders from that person only. Fayol (1949) considered this to be the most important principle for efficient working and increased productivity in an organization. The Scalar Principle Decision making authority and the chain of command in an organization should flow in a straight line from the highest level to the lowest. The principle evolves from the principle of unity of command. However, this may not always be possible, particularly in large organizations or in research institutions. Therefore Fayol (1949) felt that members in such organizations could also communicate directly at the same level of hierarchy, with prior intimation to their superiors. The Responsibility and Authority Principle For successfully performing certain tasks, responsibility must be accompanied by proper authority. Those responsible for performance of tasks should also have the appropriate level of influence on decision making. Span of Control This refers to the number of specialized activities or individuals supervised by one person. Deciding the span of control is important for coordinating different types of activities effectively. According to Barkdull (1963), some of the important situational factors which affect the span of control of a manager are: similarity of functions; proximity of the functions to each other and to the supervisor; complexity of functions; direction and control needed by subordinates; coordination required within a unit and between units; extent of planning required; and organizational help available for making decisions. Departmentalization Departmentalization is a process of horizontal clustering of different types of functions and activities on any one level of the hierarchy. It is closely related to the classical bureaucratic principle of specialization (Luthans, 1986). Departmentalization is conventionally based on purpose, product, process, function, personal things and place (Gullick and Urwick, 1937). Functional Departmentalization is the basic form of departmentalization. It refers to the grouping of activities or jobs involving common functions. In a research organization the groupings could be research, production, agricultural engineering, extension, rural marketing and administration. Product Departmentalization refers to the grouping of jobs and activities that are associated with a specific product. As organizations increase in size and diversify, functional departmentalization may not be very effective. The organization has to be further divided into separate units to limit the span of control of a manager to a manageable level (Luthans, 1986). In an agricultural research institution, functional departments can be further differentiated by products and purpose or type of research. In contrast to functional departmentalization, product-based departmentalization has the advantage of: less conflict between major sub-units; easier communication between sub-units; less complex coordination mechanisms; providing a training ground for top management; more customer orientation; and greater concern for long-term issues. In contrast, functional departmentalization has the strength of: easier communication with sub-units; application of higher technical knowledge for solving problems; greater group and professional identification; less duplication of staff activities; higher product quality; and increased organizational efficiency (Filley, 1978). Departmentalization by Users is grouping of both activities and positions to make them compatible with the special needs of some specific groups of users. Departmentalization by Territory or Geography involves grouping of activities and positions at a given location to take advantage of local participation in decision making. The territorial units are under the control of a manager who is responsible for operations of the organization at that location. In agricultural research institutions, regional research stations are set up to take advantage of specific agro-ecological environments. Such departmentalization usually offers economic advantage. Departmentalization by Process or Equipment refers to jobs and activities which require a specific type of technology, machine or production process. Other common bases for departmentalization can be time of duty, number of employees, market, distribution channel or services. De-centralization and Centralization De-centralization refers to decision making at lower levels in the hierarchy of authority. In contrast, decision making in a centralized type of organizational structure is at higher levels. The degree of centralization and de-centralization depends on the number of levels of hierarchy, degree of coordination, specialization and span of control. According to Luthens (1986), centralization and de-centralization could be according to: geographical or territorial concentration or dispersion of operations; functions; or extent of concentration or delegation of decision making powers. Every organizational structure contains both centralization and de-centralization, but to varying degrees. The extent of this can be determined by identifying how much of the decision making is concentrated at the top and how much is delegated to lower levels. Modern organizational structures show a strong tendency towards de-centralization. Line and Staff Relationships Line authority refers to the scalar chain, or to the superior-subordinate linkages, that extend throughout the hierarchy (Koontz, O'Donnell and Weihrich, 1980). Line employees are responsible for achieving the basic or strategic objectives of the organization, while staff plays a supporting role to line employees and provides services. The relationship between line and staff is crucial in organizational structure, design and efficiency. It is also an important aid to information processing and coordination. In an agricultural research organization, scientists and researchers form the line. Administrative employees are considered staff, and their main function is to support and provide help to scientists to achieve organizational goals It is the responsibility of the manager to make proper and effective use of staff through their supportive functions. The staff may be specialized, general or organizational (Anderson, 1988). Specialized staff conduct technical work that is beyond the time or knowledge capacity of top management, such as conducting market research and forecasting. General staff consists of staff assistants to whom managers assign work. Organization staff (such as centralized personnel, accounting and public relations staff) provide services to the organization as a whole. Their role is to integrate different operations across departments. Line and staff personnel have different functions, goals, cultures and backgrounds. Consequently, they could frequently face conflict situations. A manager has to use his skills in resolving such conflicts. Type of organizational structure
Classical organizational structure Modern organization designs
An important issue in organizational structuring is whether the structure of an organization should be dynamic and change according to changes in the environment or remain stable in the face of such changes. Since an organization exists in an external environment, it cannot remain indifferent to changes in its external milieu. However, the extent of changes would depend upon the degree of influence the changing environment exerts on the efficient functioning of the organization and sub-units. Organizations can have simple to complex structures, depending upon organizational strategies, strategic decisions within the organization and environmental complexities. The structure of the organization can be traditional (bureaucratic) or modern (organic), according to needs. The traditional organizational structure is mechanistic and characterized by high complexity, high formalization and centralization. The classical organization structure designs are simple, centralized, bureaucratic and divisionalized. Modern organizational designs include project organization, matrix design and adhocracy design. Classical organizational structure In a simple centralized organizational structure, power, decision making authority and responsibility for goal setting are vested in one person at the top. This structure is usually found in small and single-person-owned organizations. The basic requirement of a simple centralized structure is that it has only one or two functions, and a few people who are specialists in critical functions. The manager is generally an expert in all related areas of functions and is responsible for coordination. Thus, the organization has only two hierarchical levels. However, this structure has to become more complex for growth, diversification or other reasons. The Bureaucratic Organization In large organizations and under well defined conditions, organization structure may be bureaucratic. The essential elements of a bureaucratic organization are: the use of standard methods and procedures for performing work; and a high degree of control to ensure standard performance. Figure 1 illustrates a bureaucratic organizational structure. Figure 1. Bureaucratic organizational structure
Mintzberg (1981) has identified two types of bureaucracies. They are standard and professional bureaucracy. Standard bureaucracy is based on efficient performance of standardized routine work. Professional bureaucracy depends upon efficient performance of standardized but complex work. Thus, it requires a higher level of specialized skills. The structure of standard bureaucracy is based on functions, large technical staff and many mid- level managers. In contrast, professional bureaucracy has few mid-level managers. The Divisionalized Organization Divisionalized organizational design refers to a multiproduct or service design that separates different products or services to facilitate management planning and control. Different divisions in the organization can further have simple centralized or functional designs, depending upon their size and activities. This type of organizational design is favoured when different kinds of products or services require different kinds of management. Modern organization designs Modern approaches to organizational design include project, matrix and adhocracy types. Project design Project design is also called the team or task force type. It is used to coordinate across departments for temporary, specific and complex problems which cannot be handled by a single department. This design facilitates inputs from different areas. Members from different departments and functional areas constitute a team, in which every member provides expertise in their area of specialization. Such a structure generally coexists with the more traditional functional designs. An illustration of project type of the organizational structure is given in Figure 2. Figure 2. A Project-type organization
Matrix Organization The matrix design blends two different types of designs, namely project and functional organizational designs (Kolodny, 1979). Since the project type of organizational design is not considered stable, the matrix design attempts to provide permanent management structures by combining project and functional structures. The main advantage of this combination is that the matrix design balances both technical and project goals and allocates specific responsibilities to both. Technical goals refer to how well work is done, while project goals relate to issues such as type of work to be done and its costs. Figure 3 shows a very simplified matrix organization design in which department heads have line authority over specialists in their departments (vertical structure). Functional specialists are assigned to given projects (horizontal structure). These assignments are made at the beginning of each project through collaboration between appropriate functional and project managers. Figure 3. Matrix organizational structure Matrix organizations are not without their problems (Davis and Lawrence, 1978): Responsibility and jurisdiction are not clearly defined in matrix organizations. Bosses are also not clearly identified. Consequently, matrix organizations could lean towards chaos and disorder, and even lead to power struggles unless power between line and project manager is skilfully balanced. Within the organization, matrix organizations may encourage the formation of cliques since all decisions are made in a group. This could reinforce group loyalties and create inter-group conflicts. Matrix organizations need more human resources, particularly during initial periods. This means higher overheads and increased expenditure. Matrix organization forms are usually found at the lower level of the organization. Adhocracy Adhocratic structures are also called 'free form' or organic organization structures. They stress managerial styles which do not depend upon formal structures. They are well suited for complex and non-standard work and rely on informal structures. An adhocratic structure is flexible, adaptive and organized around special problems to be solved by a group consisting of experts with diverse professional skills (Robbins, 1989). These experts have decision making authority and other powers. The adhocratic Structure is usually small, with an ill-defined hierarchy. Such a design is suitable for high technology and high growth organizations where an arranged and inflexible structure may be a handicap. Figure 4 illustrates an adhocratic type of organizational structure. Figure 4. Adhocratic organizational structure
Choosing the organizational structure Organization design is a continuous process. While a simple design is needed for simple strategies, complex designs are necessary when organizational strategies involve complex interactions. The choice of any type of organizational design should be in consonance with the organizational requirements, strategy and environment. The simple centralized and bureaucratic organizational design based on functional departmentation focuses on work and is thus better suited for getting work done efficiently. The team or project type of organizational design is appropriate where inputs from several functional areas are required. The divisional structure is appropriate if performance and results are to be assessed. Matrix and adhocratic designs focus on coordination and relationship. References Anderson, C.R. 1988. Management: Skills, Functions and Organization Performance. USA: Allyn and Bacon. Barkdull, C.W. 1963. Span of Control: A method of evaluation. Michigan Business Review, 15 (3):. Cleland, D.L., & King, W.R. 1968. Systems Analysis and Project Management. New York, NY: McGraw-Hill. Davis, S.M., & Lawrence, P.R. 1978. Problems of Matrix Organizations. Harvard Business Review, 56 (3): Fayol, H. 1949. General and Industrial Management. Translated by Constance Storrs. London: Pitman. Filley, A.C. 1978. The Complete Manager: What Works When. Champaign, IL: Research Press. Gullick, L., & Urwick, L. (eds) 1937. Papers on the Science of Administration. New York, NY: Institute of Public Administration. Katz, D., & Kahn, R.L. 1978. The Social Psychology of Organizations. New York, NY: John Wiley. Kolodny, H.F. 1979. Evolution to a Matrix Organization. Academy of Management Review, 4 (4): 543-544. Koontz, M., O'Donnell, C., & Weihrich, H. 1980. Management. New York, NY: McGraw-Hill. Lawrence, P.R., & Lorsch, J.W. 1967. Differentiation and Integration in Complex Organizations. Administrative Science Quarterly, 12 (1): 1-47. Leavitt, H.J. 1962. Applied organization and readings. Changes in industry: structural technical and human approach. pp. 55-70, in: Cooper, W.W., Leavitt, H.J., & Shelly, M.W. (eds) New Perspectives in Organization Research. New York, NY: John Wiley. Luthans, F. 1986. Organizational Behaviour. Singapore: McGraw-Hill. Mintzberg, H. 1981. Organization design: fashion or fit. Harvard Business Review, Jan-Feb: 103-116. Nystrom, P.C., & Starbuck, W.H. (eds) 1981. Handbook of Organizational Design (Oxford: Oxford University Press). Robbins, S.P. 1989. Organization Behaviour. Concepts, Controversies and Applications. New Delhi: Prentice-Hall of India. Sachdeva, P.S. 1990. Analytical framework for the organization and structure of NARS. in: Organization and Structure of NARS: Selected Papers. The Hague: ISNAR. Tosi, H.L., Rizzo, J.R., & Carroll, S. 1986. Managing Organizational Behaviour. New York, NY: Pitman.
Organizational design and change
Session guide: Organizational design and change Reading note: Organizational design and change References
DATE TIME FORMAT TRAINER - Plenary participatory lecture OBJECTIVES At the end of this session, participants will be better able to understand and appreciate: 1. The effect on organization structure of changes in the external environment. 2. Interlocking systems of an organization. 3. The concept, attributes and process of organizational effectiveness. 4. Approaches, processes and techniques for OD. INSTRUCTIONAL MATERIALS Exhibit 1 Interlocking systems of an organization Exhibit 2 Processes towards organizational effectiveness Exhibit 3 Attributes of an effective organization Exhibit 4 Approaches to OD Exhibit 5 Processes of OD Exhibit 6 Socio-technical systems approach for organization re-design Exhibit 7 Techniques of OD REQUIRED READING Reading note: Organizational design and change BACKGROUND READING None. SPECIAL EQUIPMENT AND AIDS Overhead projector and chalkboard Session guide: Organizational design and change
Exhibit 1: Interlocking systems of an organization Exhibit 2: Processes towards organizational effectiveness Exhibit 3: Attributes of an effective organization Exhibit 4: Approaches to organizational development Exhibit 5: Processes of organizational development Exhibit 6: Socio-technical systems approach to organization re-design Exhibit 7: Techniques of organizational development
Initiate the discussion by asking participants how the external environment affects the working of their organizations. Obviously, no organization can exist in isolation from the external environment, which includes ecology, government policies, trade systems, technological environment and cultural beliefs. Changes in these could affect specific sub- units in the organization or may affect the organization as a whole. Show EXHIBIT 1. Observe that the organization is composed of four interlocking systems. The first is the technical system which makes up the primary productive axis of the organization. The second is the social system, which refers to people in the organization and their activities. The third is the administrative system, referring to administrative policies, systems and procedures used in operating the organization. The fourth is the strategic system, which performs the steering function of the organization. Ask participants to define organizational effectiveness and distinguish it from organizational efficiency. Effectiveness is the degree to which an organization achieves its goals. Efficiency relates to use of resources in achieving organizational goals. Organizational effectiveness is influenced by evaluation, adaptation, graduation and innovation (EXHIBIT 2). What are the important attributes of an effective organization? Show EXHIBIT 3 and discuss each of these. The overall effect is to increase the effectiveness of the organization by incorporating changes in its structure. The need for organizational development (OD) arises in the context of changes in technology, knowledge, product and services, and the social system. This involves changes in beliefs, attitudes, values and structure. Now discuss different approaches to OD. Show EXHIBIT 4. Group dynamics is based on process consultation at small-group level, using group methods, sensitivity training and related approaches. The behaviour modification school rearranges rewards to reinforce selected target behaviour in employees. The systems approach considers the four interlocking components of the organization: the technical system, the social system, the administrative system and the strategic system. The socio-technical approach considers the environment, technical system and social system as determinants of organizational design, re-design or development. Finally the environment, which induces changes resulting in socio-technical arrangements in the organization. OD involves various interventions to change the structure, processes, behaviour or values of individuals. This consists of eight elements. Show EXHIBIT 5 and briefly discuss these elements. Briefly discuss the socio-technical system approach for organization re-design (EXHIBIT 6). Observe that while this creates a balance between the organization and its changing external environment, it is not the most appropriate approach when compared to traditional designs. The techniques of OD can be traditional or modern. Show EXHIBIT 7. Traditional techniques consist of sensitivity training or a group approach, grid training and survey feedback. Sensitivity training induces sensitivity to group processes. Grid training is an instrumental approach to laboratory training and helps in group development as well as learning among group members. Grid training is completed in six stages (EXHIBIT 7). The survey feedback technique involves a study of the units of analysis or the organization as a whole. Using a questionnaire, it covers issues in leadership, organizational climate and satisfaction (EXHIBIT 7). There are four important modern organization development techniques. The process consultation approach attempts to help diagnose and solve important problems of organizations by taking into account the processes which take place within a group or between groups and consultants. The third-party approach is largely used to resolve inter-personal and inter-group conflicts. Team building aims at improving overall performance through task orientation. Observe that this will be discussed in detail in a subsequent session. Transactional analysis is used to analyse group dynamics and interpersonal communication. Exhibit 1: Interlocking systems of an organization TECHNICAL SYSTEM SOCIAL SYSTEM ADMINISTRATIVE SYSTEM STRATEGIC SYSTEM Exhibit 2: Processes towards organizational effectiveness EVALUATION ADAPTATION GRADUATION INNOVATION Exhibit 3: Attributes of an effective organization Change is an ongoing organizational process Structural designs are temporary Learning is built into the organization Lateral relationships become increasingly more important Linkages and close relationships are developed with elements in the external environment Decision making depends on lateral relationships and mutually satisfactory arrangements Management's role changes from control to leadership People-management practices are involvement oriented rather than control oriented Exhibit 4: Approaches to organizational development GROUP DYNAMICS BEHAVIOUR MODIFICATION SCHOOL SYSTEMS APPROACH SOCIO-TECHNICAL APPROACH ENVIRONMENT Exhibit 5: Processes of organizational development PROCESS ANALYSIS SKILL BUILDING DIAGNOSTIC COACHING OR COUNSELLING TEAM BUILDING INTRA-GROUP TECHNO-STRUCTURAL SYSTEM BUILDING OR SYSTEM RENEWAL Exhibit 6: Socio-technical systems approach to organization re-design Defining the scope of the system to be re-designed Determining the environmental demands Creating a vision statement Educating organizational members Creating the change structure Conducting socio-technical analysis Formulating re-design proposals Implementing recommended changes Evaluating changes Exhibit 7: Techniques of organizational development TRADITIONAL GRID TRAINING Laboratory-seminar training Team development Inter-group development Organization goal setting Goal attainment Stabilization SURVEY METHOD Leadership Organizational climate Satisfaction MODERN PROCESS CONSULTATION METHOD Initiate contact Define the relationship Select a setting and a method Gather data and make a diagnosis Intervene Reduce involvement and terminate THIRD PARTY TEAM BUILDING TRANSACTIONAL ANALYSIS Reading note: Organizational design and change
Organizational effectiveness and efficiency Organizational development The OD process Socio-technical systems approach for organization re-design OD techniques
A research organization, like any other organization, has to function in consonance with its external environment, which includes other organizations, ecology, government policies, trade systems, technological environment, cultural beliefs and other factors. The effectiveness of the organization depends greatly on how well the social and technical systems are designed with respect to each other and also with respect to the demands of the external environment (Pasmore, 1988). There should be a 'fit' between various design elements and the external environment. If there is a change in the external environment, resources or technology, the organization has to respond through appropriate structural changes. Organizational effectiveness and efficiency The organization has to be both effective and efficient to be successful. Organizational effectiveness is a measure of the extent to which an organization realizes its goals. Organizational efficiency refers to the amount of resources an organization uses in order to produce a unit of output. Efficiency and effectiveness are highly dependent on the ability of the organization to adjust itself to rapid changes in its environment, resources or technology. Processes According to Albrecht (1983), there are four processes which may lead to organizational effectiveness: evaluation, referring to a periodical and methodical process of scrutinizing the complete functioning of the organization; adaptation, referring to a formal and disciplined planning process which facilitates policy decisions about OD; graduation, which refers to the systematic process by which the organization identifies and develops its future leaders and latent management talents; and innovation, referring to a policy which encourages the people in the organization to find better ways for accomplishing the goals assigned to them. Considering the degree and type of differentiation and the integration mechanisms for coordination within and amongst departments, Lawrence and Lorsch (1967) observe that organizational efficiency is increased when the complexity of the environment is matched by the complexity of structures. Attributes Significant attributes (Mohrman, 1989) which characterize an effective organization in today's environment include: Change is a continuing organizational process and not something that is intermittent. Designs are temporary. Learning is built into the organization. Lateral relationships become increasingly important, particularly in decision making, diluting the traditional focus on hierarchy. Decision making also depends on mutually satisfactory arrangements. Organizations create many linkages and close relationships with customers, users, suppliers, community groups and competitors. The function of management alters from one of control to that of leadership. Management practices for people in the organization are oriented towards involvement rather than control. Organizational development Burke (1982) defined organizational development (OD) as "a planned process of change in an organization's culture through the utilization of behaviourial science, technology, research and theory." It refers to the management of change and the development of human resources. It is a response to change (Bennis, 1969). OD is a complex educational strategy intended to change the beliefs, attitudes, values and structure of the organization so that the organization can better adapt to new technologies, markets and challenges. A variety of forces cause changes in the modern organization (Hellriegel, Slocum and Woodman, 1983). Some of these are: technological change; the knowledge explosion; product and service obsolescence; and social change. Environment, resources and technology perform a decisive role in determining organizational policies. If any one of these determinants changes, the policies need to be re-examined to determine if a different organizational design would be better suited. Approaches to OD The major schools of thought in OD are considered in the following paragraphs. Group Dynamics This is a historical and traditional method of OD based on the assumption that OD activities are process consultation (Albrecht, 1983). In this approach, an expert works at a small- group level, using group methods, sensitivity training and other related approaches. The Behaviour Modification School The 'be-mod' school of OD (based on the various works of Skinner) attempts to rearrange the reward system in the organization so as to strengthen selected 'target' behaviour on the part of employees. The Systems Approach This approach aims at enhancing the overall effectiveness of the organization. The system can be defined as having: some components that comprise it; functions and processes performed by various components; relationship among the components that make them a system; and an organizational principle, which gives the system a purpose. This approach is based on the assumption that an organization is composed of four interlocking systems (Albrecht, 1983), namely: a technical system, referring to the elements, activities and relationships that make up the primary productive axis of the organization. It includes physical facilities, machinery, special equipment, work processes, work methods, work procedures, work-oriented information and various means of handling; a social system, referring to the people in the organization and the activities in which they are engaged. It includes the intra-group roles and relationships, the form of power hierarchy, values and norms for behaviour in the organization, and the reward and punishment processes; an administrative system, which refers to the policies, procedures, instructions, reports, etc., which are required to operate the organization. It also includes those who operate the technical and administrative systems; and a strategic system, which is the steering function of the organization. Its components include the management team from the chief executive down to the lowest supervisor, the chain of command, reporting relationships, and the power values of the leaders of the organization. It also includes plans, the planning process and the procedures used in governing the organization and adapting it to changing needs. The systems approach has four sequential stages: assessment, problem solving, implementation and evaluation. The Socio-Technical Approach The socio-technical approach views an organization (Pasmore, 1988) as made up of people (a social system and a technical system) producing goods or services valued by customers (who are part of the external environment). The social system uses tools, techniques, and knowledge. The technical system produces goods and services which are valued by customers in the external environment. The Environment Approach The environment is an agent of change. Environmental changes are the primary incitement and stimulus for organizational betterment. The socio-technical arrangements in the organization must change according to changes in the environment. The environment can change in both predictable and unpredictable ways. The external environment can be relatively stable or rapidly changing. Thus, the environment, the technical system and the social system are three basic elements which play a crucial role in any organization's design, re-design or development. The efficiency and effectiveness of the organization depend upon the equilibrium between the needs of these determinant elements. The OD process The OD process entails various activities at different levels in the organization. Through these activities, interventions are made in the ongoing organization to change the structure, processes, behaviour or values of individuals and groups. Golembiewski, Prochl and Sink (1981) categorized these interventions under eight headings: Process Analysis Activities, referring to applications of behaviourial science perspectives to fathom complete and dynamic situations; Skill-building Activities, involving various designs for eliciting behaviours in congruence with OD values. This includes giving and receiving feedback, listening, and settling conflicts; Diagnostic Activities, including process analysis to generate data through interviews, psychological instruments or opinion surveys; Coaching or Counselling Activities to help in resolving conflicts through third-party consultation; Team Building Activities, enhancing the efficiency and effectiveness of task groups; Inter-group Activities, attempting to create effective and satisfying linkages between two or more task groups or departments in the organization; Techno-Structural Activities, aiming at building need-fulfilling roles, jobs and structures; and System-Building or System-Renewal Activities, seeking exhaustive changes in a large organization's climate and values using combinations of the various OD interventions listed above. Socio-technical systems approach for organization re-design Socio-technical systems design is better suited to meet the requirements of a changing external environment in comparison with traditional designs. It endeavours to re-design the organization's structure, processes and functions to create a balance between the organization and its changing external environment. It could involve the following steps (Foster, 1967; Cummings, 1976; Pasmore, 1988): defining the scope of the system to be re-designed; defining the environmental demands; evolving a vision statement; enlightening organizational members; developing the change structure; conducting socio-technical analysis; preparing re-design proposals; implementing recommended changes; and evaluating the changes or re-design. OD techniques Techniques used for OD are considered below. Sensitivity training This has many applications and is still used widely, even though new techniques have emerged (Lewin, 1981). Sensitivity training (Benny, Bradford and Lippitt, 1964) basically aims at: growth in effective membership; developing ability to learn; stimulating to give help; and developing insights to be sensitive to group processes. These process variables - in a systems sense - interact and are interdependent. Grid Training Grid training is an outgrowth of the managerial grid approach to leadership (Blacke and Mouton, 1978). It is an instrumental approach to laboratory training. Sensitivity training is supplemented with self-administered instruments (Benny, Bradford and Lippitt, 1964). The analysis of these instruments helps in group development and in the learning of group members. This technique is widely used and has proved effective. Grid training for OD is completed in six phases. They are: laboratory-seminar training, which aims at acquainting participants with concepts and material used in grid training; a team development phase, involving the coming together of members from the same department to chart out as to how they will attain a 9 x 9 position on the grid; inter-group development aims at overall OD. During this phase, conflict situations between groups are identified and analysed; organization goal setting is based on participative management, where participants contribute to and agree upon important goals for the organization; goal attainment aims at achieving goals which were set during the phase of organizational goal setting; and stabilization involves the evaluation of the overall programme and making suggestions for changes if appropriate. Survey Feedback Survey feedback is based on the study (survey) of the unit of analysis (such as work group, a department or a whole organization) by using questionnaires (Taylor and Bowers, 1972). The resulting data are then used to identify and analyse problems and propose a suitable action plan to overcome them. A typical survey questionnaire would generate information on leadership, organizational climate and satisfaction (Table 1). Table 1. Typical factors covered in a survey research questionnaire Leadership
Managerial support Managerial goal emphasis Managerial work facilitation Peer support Peer goal emphasis Peer work facilitation Peer interaction facilitation Organizational climate
Communication within the organization Motivation Decision making Control within the organization Coordination between departments General management
Satisfaction
Satisfaction with the organization Satisfaction with the supervisor Satisfaction with the job Satisfaction with pay Satisfaction with the work group Modern OD techniques In addition to the traditional OD techniques like sensitivity training, grid training and survey feedback, there are four modern techniques which can be used at inter-personal and inter- group levels. Process consultation approach This attempts to efficiently help diagnose and solve important problems of organizations. It refers to the processes which take place within a group or between groups and the consultant. The consultant aims at helping the client to perceive, understand and act upon process events which occur in the client's environment. Schein (1969) has proposed six major steps to be followed by the consultant. They are: Initiating contact The consultant is approached by the client to solve an organizational problem which could not be solved by normal procedures. Defining the relationship This refers to clarifying the expectations of both client and consultant through a contract between them about services, time and fees. Selecting a setting and a method This refers to the place and method of doing the exercise. Gathering data and making a diagnosis This is implemented through using questionnaires, interviews, observations, etc. Intervention This involves agenda setting, feedback, coaching and structural interventions, individually or in combination. Reducing involvement and terminating This is the mutual agreement to cease the consultation. Third Party The third-party peace-making technique attempts to settle inter-personal and inter-group conflicts using modern concepts and methods of conflict management. This technique analyses the processes involved, discerns the problem on the basis of the analysis, and suitably manages the conflict situation. Team building Team building has been considered the most popular OD technique in recent years, so much so that it has replaced sensitivity training. It aims at improving overall performance, tends to be more task-oriented, and can be used with family groups (members from the same unit) as well as special groups (such as task forces, committees and inter- departmental groups). There are five major elements involved in team building (French and Bell, 1978): problem solving, decision making, role clarification and goal setting for accomplishing the assigned tasks; building and maintaining effective inter-personal relationships; understanding and managing group processes and culture; role analysis techniques for role clarification and definition; and role negotiation techniques. Transactional Analysis Transactional analysis is widely used by management practitioners to analyse group dynamics and inter-personal communications. It deals with aspects of identity, maturation, insight and awareness (Berne, 1964). As a tool for OD, it attempts to help people understand their egos - both their own and those of others - to allow them to interact in a more meaningful manner with one another (Huse, 1975). It attempts to identify peoples' dominant ego states and help people understand and analyse their transactions with others. It is quite effective if applied in the early stage of the diagnostic phase. References Albrecht, K. 1983. Organization Development. Englewood Cliffs, NJ: Prentice-Hall. Benny, K.D. 1964. History of the T-Group in the laboratory setting. pp. 80-135, in: Bradford, L.P., Gibb, J.R., & Benny, K.D. (eds) T-Group Theory and Laboratory Methods. New York, NY: John Wiley. Benny, K., Bradford, L.P., & Lippitt. 1964. The Laboratory Method. pp. 15-44, in: Bradford, L.P., Gibb, J.R., & Benny, K.D. (eds) T-Group Theory and Laboratory Methods. New York, NY: John Wiley. Bennis, W. 1969. Organization Development: Its Nature, Origins, and Prospects. Reading, MA: Addison-Wesley. Berne, E. 1966. Principles of Group Treatment. New York, NY: Oxford University Press. Blake, R.R., & Mouton, J.S. 1978. The New Managerial Grid. Houston, TX: Gulf Publishing. Bowen, D.D., & Nath, R. 1978. Transactional analysis in OD: Applications within the NTL model. Academy of Management Review, 3 (1): 79-80. Burke, W.W. 1982. Organization Development. Boston, MA: Little Brown. Cummings, T.G., & Huse, E.F. 1975. Organization Development and Change. St. Paul, MN: West. Cummings, T. 1976. Socio-technical systems: an intervention strategy. in: Burke, W. Current Issues and Strategies in Organization Development. New York, NY: Human Science Press. Foster, M. 1967. Developing an analytical model for socio-technical analysis. Tavistock Institute, London, Document nos. HRC 7 and HRC 15. French, W.L., & Bell, C.H. 1978. Organization Development. Englewood Cliffs, NJ: Prentice- Hall. Golembiewski, R.T., Prochi, C., & Sink, D. 1981. Success of OD applications in the public sector: toting up the score for a decade, more or less. Public Administration Review, 41: 679-682. Hellriegel, D., Slocum, J.W., Jr, & Woodman, R.W. 1983. Organizational Behaviour. St. Paul, MN: West. Lawrence, P.R., & Lorsch, J.W. Organization and Environment. Boston, MA: Harvard University. Leavitt, H.J. 1964. Applied organizational changes in industry: structural, technical, and human approaches. pp. 55-70, in: Cooper, W.W., Leavitt, H.J., & Shelley, M.W. (eds) New Perspectives in Organization Research. New York, NY: John Wiley. Lewin, K. 1981. Field Theory in Social Science. New York, NY: Harper and Row. Mohrman, A.M., & Mohrman, S.A. Changing the Organization through Time: A New Paradigm in Large-Scale Organizational Change. London: Jossey-Bass. Pasmore, W.A. 1988. Designing Effective Organizations. New York, NY: John Wiley. Schein, E.H. 1969. Process Consultations: Its Role in Organization Development. Reading, MA: Addison-Wesley. Taylor, J., & Bowers, D.G. 1972. Survey of Organizations: A Machine-Scored Standardized Questionnaire Instrument. Ann Arbor, MI: Univ. Michigan.