Context characteristics. Organization and its structural parameters

Contextual Options

(1) SIZE reflects the size of the organization, i.e. the number of people working in it. Usually calculated for the organization as a whole and / or for its specific components - plant, division, etc. Precisely because organizations are SOCIAL SYSTEMS, their size is calculated by the number of employees. In addition, their value reflects such indicators as the volume of sales or the value of assets, however, they do not reflect the size of the "human capital" of the social system.

(2) ORG. TECHNOLOGY characterizes the very essence of the production subsystem; it includes the main types of techniques for implementing the process of transforming resources at the "input" into results - at the "output" (from the system). Thus, the technology of oil refining is different from the technique of teaching in the classroom, although both are types of technology.

(3) ENVIRONMENT includes all elements that operate outside the boundaries of the organization. The key elements are represented by industry, government, consumers, suppliers, and the financial community. However, organizations are most affected by this essential element environment, like other competing organizations.

(4) ORG. GOALS and STRATEGY define the goals and competitiveness of an organization that distinguish it from other organizations. Goals are usually declared in a statement of intent to o.

The strategy is a global action plan that describes the allocation of resources, as well as the activities of the organization in relation to the environment in order to achieve org. goals. Thus, organizational goals and its strategy determine the scope of operations, as well as the relationship of this organization with its employees, customers and competitors.

(5) ORG. CULTURE is the deep, underlying values, beliefs, ideas and norms (behaviors) of organizations that must be observed by all members. These deep values may affect, for example, issues of ETHICAL behavior, OBLIGATIONS of the organization in relation to its employees, issues of PERFORMANCE and efficiency, QUALITY of customer service, etc. It is they who cement the org. relationships and ensure the integrity of the org. structures. Org. culture, as a rule, is represented by what is called "unwritten laws and rules of conduct"; it finds its expression, for example, in organizational legends, slogans, ceremonies, manner of dressing, organization and layout of offices, etc.

All 13 PARAMETERS (contextual - 5 and structural - 8) are closely interconnected. So, for example, when large sizes, routine technology and a stable environment, the organization tends to a high level of formalization, specialization and centralization.

Types of parameters of the organization: 1. Structural - serve as a means of describing the internal characteristics of the organization, serve as the basis for comparing organizations with each other. 2. Contextual - characterize the organization as a whole, describe its main idea. Organization settings

Figure 1 - Interaction of contextual and structural parameters of the organization Structure 1.formalization; 2.specialization; 3. hierarchy of power; 4. centralization; 5.professionalism; 6. staff structure External environment Objectives and strategy Size Technology Culture Organization Organization parameters

Structural parameters: 1. Formalization - how high is the level of written documentation in the organization; 2. Specialization - the degree to which the solution of the problems of the organization is distributed among individual employees; 3. Hierarchy of power - accountability and scope of control of each manager; 4 Centralization - the level of decision making in the organization. If decisions are made only at the top level, then the organization is centralized; if the right to decide is delegated to lower levels, then it is decentralized; 5. Professionalism - degree formal education and training of employees; 6. Staff structure - distribution of employees by functions and departments of the organization .. Parameters of the organization

Contextual parameters: 1. Size - number of employees, sales volume, total value of property; 2. Organizational technology - tools, methods and actions used to transform input resources into output resources; 3. Environment - everything that is outside the organization; 4. Goals and strategy - determine the direction and methods of competition that distinguish it from other organizations; 5. Organizational culture - a basic set of key values, beliefs, judgments and norms shared by employees. Indicators of the effectiveness of the use of labor resources

Understanding the mission: 1. Broad understanding - a statement of philosophy and purpose, the meaning of the existence of the organization. 2. Narrow understanding - a formulated statement as to why or for what reason the organization exists. Mission of the organization

The content of the mission: 1. Targets - reflect what tasks the organization's activities are aimed at, and what the organization strives for in its activities in the long term; 2. Scope of activity - reflects what product the organization offers to customers, and in which market it sells its product; 3. Philosophy - finds expression in the values and beliefs that are accepted in the organization; 4. Opportunities and ways of carrying out activities - reflect the distinctive capabilities of the organization for survival in the long term; 5. Image - the image of the organization, formed in the representation of the subjects of the external environment. Mission of the organization

Purpose of the mission: 1. Formation of an idea of what the organization is; 2. Formation of unity within the organization and the creation of a corporate spirit; 3. Opportunity for more effective management of the organization. Requirements for the content of the mission: 1. Contains the main directions of the movement of the organization; 2. Clarity of wording; 3. Exclusion of the possibility of different interpretations; scope for creative and flexible development of the organization. Mission of the organization

Goals are a specific state of individual characteristics of the organization, the achievement of which is desirable for it and to which its activities are directed. Classification of goals: 1. By terms - long-term, medium-term and short-term; 2. In the area of formation - goals in the field of income of the organization, work with clients, needs and welfare of employees, social responsibility; Organization goals

Classification of goals (continued): 3. By hierarchy - goals of a higher and lower level; 4. In terms of the ratio of the rate of change in sales and profits of the organization and the industry as a whole - the goals of rapid growth, stable growth and reduction. Organization goals

Directions for the formation of goals: - profitability; - market position; - productivity; - financial resources; - capacity of the organization; - development, production of a product and updating of technology; - changes in organization and management; - human resources; - work with buyers; - Providing assistance to society. Organization goals

Goal setting approaches: 1. centralized; 2. decentralized; 3. mixed. With a decentralized approach, 2 schemes for setting goals are possible: top-down and bottom-up. Phases of developing goals: 1. Revealing and analyzing trends in the environment; 2. Setting goals for the organization as a whole; 3. Building a hierarchy of goals; 4. Setting individual goals. Organization goals

Complexity includes: 1. Division of labor: - functional; - technological, - professional, - qualification; - horizontal and vertical; - geographical. 2. Coverage of control - the number of subordinates who report to one leader. - scope of work; - depth of work; - the frequency and type of relationships between the leader and subordinates. Complexity as a characteristic of an organization

Determination of the number of potential contacts of the manager with subordinates where n is the number of employees subordinate to the manager. Factors affecting the frequency and type of relationships between the leader and subordinates: - required contact; - the level of education and preparedness of subordinates; - the ability to communicate. Complexity as a characteristic of an organization

3. Departmentalization - taking into account the rational coverage of control and ensuring the performance of all functions, the organization can be divided into appropriate structural blocks (services, divisions, departments). D. happens: - functional - grouping of workers in accordance with the functions performed; - territorial - the creation of groups of people on the basis of a certain territory; - production - carried out by grouping activities and personnel on the basis of products; - project - activities and personnel are concentrated in the unit for the duration of the project; - mixed - used when it is necessary to simultaneously use different principles of grouping of personnel. Complexity as a characteristic of an organization

A formal organization is a pre-planned structure of authority and functions, which is established on the basis of the established interaction between the components of the organization. Informal organization (reasons) - satisfaction of the need: - in social belonging; - in communication; - in defense; - in support. The main characteristic of a formal organization is the degree of standardization of labor functions. Formalization

Factors: - template work; - Degree of bureaucracy. Characteristics of bureaucracy: 1. hierarchical chain of command; 2. specialization official duties; 3. uniform norms and rules; 4. standardized operations in each area of work; 5. professional career; 6. impersonal relationships. Formalization

From the point of view of the level of centralization, it is possible to distinguish several types of organizational structures: 1) pyramidal (hierarchical) - built on the principle of "command-control". Characteristics: - administrative distance - the number of management levels between the manager and the executor; - range of management - the number of elements of the organization that make decisions at the same level of management; 2) flat - built on the principle of "team" on the basis of maximum decentralization. The ratio of "centralization-decentralization"

Table 1 - Comparative characteristics pyramidal and flat management models Advantages Disadvantages Pyramidal - unified leadership; - simplicity of target management - high cost (many levels of management); - slow adaptation to change; - slow response to changes in the external environment; - limitation of creativity, initiative Flat - development of professional skills of managers; - the atmosphere of competition; - increasing autonomy in decision-making in individual units - complicating control; - complication of target management The ratio of "centralization / decentralization"

Factors affecting the ratio of centralization / decentralization: - the size of the organization; - technologies; - external environment; is a strategic choice. Delegation of authority is a key tool for the effective implementation of decentralization processes. Reasons: 1. The need to free up the strength and time of the leader; 2. Excessive employment of the leader does not allow him to personally deal with the problem; 3. A subordinate can do a better job than a leader. The ratio of "centralization / decentralization"

Delegation principles: 1) transfer of authority in accordance with the expected result; 2) the transfer of authority should be carried out along the lines of management; 3) each leader makes decisions within his powers; 4) the highest official continues to bear responsibility for the actions of the subordinate. The ratio of "centralization / decentralization"

Forms of horizontal connections: - use of direct contacts; - establishing relationships between departments; - creation of temporary task forces; - Creation of a permanent group; - Establishment of double responsibility. The ratio of "centralization / decentralization"

Direct contact is the simplest and least expensive form of communication, on the basis of which other forms of communication are also practiced: rotation, telecommunications, document management. Target groups are a form of horizontal contact for solving common problems of departments of different profiles. It is recruited from specialists of all departments and is temporary. Teams - groups on a relatively permanent basis to solve the most frequently occurring problems. The ratio of "centralization / decentralization"

Conditions for using the dual method of management: 1. The presence of a system and a high level of employee motivation; 2. Appointment of line managers to work in the group; 3. Availability necessary information; 4. Availability of powers; 5. Influence based on knowledge and information; 6. Combination of horizontal and vertical management processes; 7. Practice solutions conflict situations; 8. Leadership. The ratio of "centralization / decentralization"

The life cycle of an organization is the period during which an organization goes through such stages of its functioning as creation, growth, maturity and decline. The life cycle of a product is a time interval that includes the time of creation, the duration of production, and the time the product is used by the consumer. Organization life cycle

Table 2 - Adizes life cycle model Stages Characteristics Difficulties Nursing - the birth of an organization Discussing the idea of a new business and making a decision to create it High level of risk, the need for financial support and demand for a new product processes, lack of hiring and control system The need for constant cash flow and the founder's dedication to the idea "Go-go" (Go-go) - the stage of rapid growth Overcoming the lack of funds, the business idea begins to make a profit, the organization operates in "fire mode" ” to meet emerging market needs Overcoming the desire to “embrace the immense” Organizational life cycle

Continuation of Table 2 Stages Characteristics Difficulties Youth is a period of spiritual rebirth of the organization Formation of the structure, style of work, organizational culture, basic business processes. Emphasis changes from developing at any cost to improving the quality of work Conflict between the need for self-realization creative people and the need for technological organization of business processes Heyday - the optimal point of the life cycle curve The organization achieves a balance between self-control and flexibility; a network of "infant" organizations is being created If the organization does not make changes in its activities (new employees, technologies, products), then it enters the stabilization stage Stabilization - the first stage of aging Administrative and managerial personnel begin to play a more significant role; the role of people working directly with customers becomes secondary. The number of innovations is reduced Internal conflict-freeness and consistency are valued above effective work. The spirit of creativity is depleted, which affects the organization's ability to meet customer requirements. Organization life cycle

Continuation of Table 2 Stages Characteristics Complexity Aristocratism - the strengthening of the role of traditions and formalism in relations Excess money, which is increasingly invested in maintaining the existing order, and not in creating a new one. Further strengthening of the role of AUP. Acquisition of other firms to increase "entrepreneurship", increase prices for products with the same quality Reduced flexibility, product quality, denial of real problems, weakening the role of professionals Early bureaucratization - Customer needs become even less important. Further abandonment of results orientation Finding blame for emerging problems, the struggle for the survival of not the organization, but those who work in it, frequent conflicts and managerial paranoia Bureaucratization and death Further strengthening of bureaucracy, clients leaving, senseless control Organizational life cycle

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Contextual Options

Organization size. When the number of its employees is estimated, which can be determined as a whole and in a separate component.
organizational technology. These are its tools, methods and actions used to transform input resources into output resources. The concept of technology includes - features of production, developed Information Systems and internet.
Environment. It's all outside the organizations, the key elements are industry, representation, customers, suppliers, and the financial community.
Goals and strategies. They determine the directions and methods of competition that distinguish it from other organizations. Long-term goals are written in the program documents of organizations. Goals and strategies determine the scope of activities in relation to employees, competitors and consumers.
Organizational culture. A core set of core values, beliefs, judgments and norms shared by employees. Values may relate to the ethics of behavior, employee commitment, efficiency.

Structural and contextual parameters of organizations, as well as its subsystems, must be as reasonable and efficient as possible to transform input resources into output resources and at the same time create values.

Efficiency refers to the amount of resources needed to achieve the goals of the organization, it is determined by the amount of raw materials, money and workers needed to create products of a certain quality.

Effectiveness is a more general term referring to the degree to which an organization and its goals are achieved. To be effective, organizations must have clear, specific goals and strategies to achieve them. To improve their efficiency, many organizations use - new technologies. When setting goals and finding ways to be effective, managers need to carefully balance the needs and interests of different social groups.

Efficiency can not always be achieved - it depends on the employees and their qualifications.

To set goals and be effective, managers need to:

The Stakeholder Approach 3 integrates the various activities of an organization in seeking out Stakeholders and identifying their expectations. And the level of satisfaction of Stakeholders is an indicator of the effectiveness of the organization.

Stakeholders - any group of people who have a connection with the organization, making a bet on its effectiveness.

Lecture 2. Strategy, structure and effectiveness of organizations.

Influences of Strategic Direction on Organization Design

An organization is created to achieve a specific goal, which is created by the executive director and a team of top managers. Responsible executors determine the final task and directions of activity. The top manager is responsible for setting goals, designing strategy, everything that allows the organization to adapt to the external environment. Middle managers do almost the same thing only at the level of some departments of organizations. Determining the direction with an assessment of the opportunity and danger that exists in the external environment, including the number of changes, the degree of uncertainty of the situation, the assessment of the internal environment of the organization includes an assessment of different departments, it is based on the past experience of the organization and its leadership styles.

Determination of the mission and formal goals of the organization by accurately correlating its capabilities and environmental conditions. Next, the operational goals of the organization are set, and the strategies by which organizations carry out their mission.

The design of the organization is what allows you to manage the process of implementing the strategic plan. The direction of the organization determines the structure, orientation to learning or performance. Selection of information and control system, production technology personnel policy, organizational culture.

Strategies are often developed where a certain structure has already been established, goals and strategies will already be defined. Managers evaluate the effectiveness of an organization's efforts, the extent to which it realizes its goals. Performance is related to the organization's internal environment.

The role of a top manager is important because leaders can assess situations differently and set different goals. Decisions made in relation to the goals, strategies, structure of the organization have a huge impact on its effectiveness.

Purpose of organizations

The goals of the organization are the mission, the basis for its existence. The mission reflects the worldview of the organization, the purpose of the value and the reason for creation. The mission has a significant impact on the organization. Sometimes the mission is called - the official goal of the organization. Official goals inform about the nature of the company's activities, they can reflect its values, inform about consumers in the markets. The mission gives legitimacy (legitimacy) to stakeholders, both external and internal.

Operational goals are results. For the sake of achievement, which organizations carry out their activities. Specific quantitative measurable results of the organization. Often achievable in a short period of time. Social Goals reflect the strategy, the operational goals characterize the current situation in the organization. Operational goals correspond to the priority tasks that the organization must solve, they characterize the activities of the organization as a whole, its frontier activity, ensuring current activities, as well as delivery and production tasks.

Specific goals determine the direction of day-to-day decisions and the ongoing work of departments.

Resource goals characterizes the need for the acquisition of materials and funds from the external environment.

Market targets reflect the market share - which the organization wants to occupy or its position in the market. (def. Departments (marketing, sales))

Work with personnel includes training, promotion, security or personal growth of employees

Innovative goals speak of internal flexibility and readiness to adapt to unexpected changes in the environment.

Performance goals characterize the result obtained with the resources available to organizations. They usually reflect the amount of resources needed to achieve results.

Choice of strategy and competition.

Lecture 3

Organization structure.

The organizational structure includes 3 main components:

1) Org. Page reflects the formal reflection of reporting, incl. Hierarchy levels and scope of control of managers and supervisors.

2) Org. Page reflects the unification of individuals and departments into integral organizations

3) Org. Str-ra requires the development of guarantor systems. The effect. Communication, coordination and integration of the efforts of all departments.

1 and 2 form the basis. Hierarchy vertically.

3 is associated with the character of the interactions of employees in the org. - Horizontally.

Helps to obtain information and coordinate their actions horizontally.

Org. Str-ra is represented by a scheme.

Inform. processes in the structure of the organization.

Org. Should be designed in such a way that to achieve its total. goals ensured the movement of information, both horizontally and vertically.

If the page does not correspond to the Structure of the organization - the effectiveness of the work of the org. Will fall.

There are always problems between horizontal and vertical.

Vertical - for control

Horizontal - cooperation in the organization (control decreases.)

…….efficiency and control requires specialized tasks, a hierarchy of authority, rules and regulations, a formal accountability system, not a weak team or project work, centralized. Decision making (top-level decision making)

The emphasis on learning is associated with the distribution of tasks by a small number of rules, direct communication, the presence of many teams, groups, informal decision-making, delegation of authority to lower levels). Experiments in the company.

Horizontal communication is communication and coordination carried out by units horizontally.

1) Information networks (cross-information systems) - corporate communications for better work(exchange of information, ways to solve problems).

2) Direct contacts between managers and employees solving a certain problem - this is the highest level of the horizon. connections.

A messenger is a position when a person works in a certain unit and communicates with other units.

Working groups are a complex structure. The temporary unit consists of employees from all units involved in solving the problem. Everyone represents the interests and gets acquainted with the information received in the group.

Working groups - eff., form in solving temporary problems. Reduce the burden on the vertical hierarchy. Then they let her go.

Permanent integrator - a person who deals with coordination issues (project manager, program manager)

Unlike a liaison officer, the Integrator does not report to more than one functioning unit, the work of which he coordinates. His workplace is outside the divisions. He is responsible for the overall work of the units (coordination). Can also be responsible for innovation, change projects.

The integrator must have good communication skills. Some organizations have some kind of authority. They must rely on experience, perseverance, they are able to unite people, resolve conflicts.

Teams are the most reliable tool for horizontal communications working group, often work with integrators

Special project teams - if org. Engaged in a major project, developing a new strategy.

Virtual Team - employees of the org. (geographically located in different places) enter and communicate through computer technology, they do not need personal contact.

Alternative approaches to organization design. (Page 30)

The structure of the organization should take into account 3 parameters:

1) necessary types of work

2)Attitude reporting

3) the principle of the formation of units

Required types of work:

To solve problems that are of strategic importance to the organization.

In a typical manufacturing company, the activities are organized in a functional way that allows the organization to achieve its goals.

Each department does its job.

New departments are created to solve organizational problems.

Fashion departments: Information technology, electronic technology - this creates a competitive advantage over others.

Reporting ratio (vertical lines in diagram): After certain types activities created for the respective departments.

The question arises: how they should coordinate their activities in the organization.

The relationship of power in it should not overlap.

The attitude of people in an organization shows the organization of workers in an enterprise

3rd approach: The principle of formation of units.

Grouping by departments has a psychological impact on employees who have a common boss, common resources, are jointly responsible for work, tend to cooperate, solidarity.

Functional groups unite employees to perform the original functions or types of work.

Divisional groups - united based on the products they created

Multi focus group brings together 2 structural alternatives - matrix or hybrid. According to functional and divisional principles, according to the production of the product, the location of the enterprise.

Horizontal groupings - organized around some process, cycle (for example, supply of material)

Grouping on the basis and not on their belonging to any unit.

Modular grouping is a new form of combining groups. Works as an independent organization, exchanging information and jointly solving problems with the help of information. technologies.

Functional, divisional, regional principles of organization design. (Page 31)

When developing the structure of an organization, divisional and functional are very often used.

1) Functional structure - all activities of all levels of the organization unite the performance of a common function.

F.S. allows you to combine the knowledge, skills of people necessary for specific solutions to the problems of the organization by definition. level.

Such a structure is especially effective when the achievement of goals requires high competence, coordination by means, hierarchies, and have significant cost-effectiveness.

Strengths:

1) local functional units are economical.

2) Excellence within the organization.

3) Achieving the organization's functional goals.

4) Convenience of production range of products.

5) Compatibility of staff skills (experience)

1) Slowly react to changes in the environment.

2) The accumulation of unresolved issues at the top level of the hierarchy leads to a load of work.

3) poorly coordinated. Work horizontally.

4) minor innovations

5) a limited idea of the goals of the organization.

2) Functional structure with horizontal connections.

Short description

Organization theory is a theory of the construction and functioning of the management of large commercial organizations, companies, firms, based on their consideration of the structure and function of decision-making mechanisms, taking into account the behavioral approach.
The organization can be considered as a process and as a phenomenon.
1) a process is a set of actions leading to education and improvement, the relationship between parts of the whole.
2) the phenomenon is the physical combination of real elements to carry out a program or goal.

To analyze an organization, it is necessary to highlight a number of empirical features inherent in any organizational structure in order to understand its structure and main characteristics[Daft, 2006]. According to the American researcher R. L. Daft, such empirical parameters of organization can be conditionally divided into structural and contextual ones. It is important to note that all parameters of the organization are in constant interaction and mutual influence.

Structural parameters are more related to internal characteristics organizations and allow you to evaluate and compare several organizations with each other. Based on the model proposed by Daft, as well as the features noted by the domestic scientist D. Olyanich, the following were identified structural parameters, which are basic within the framework of this study [Daft, 2006; Olyanich 2008]:

v The goals and objectives of the organization;
v Elements and divisions of the organization;
v Key actors of the organization;
v Hierarchy of power - internal accountability, forms and areas of control:
- · Centralization - the level of decision-making in a hierarchical structure;
- · Organizational power - the right of the leader to influence the adoption and implementation of important decisions for the organization;
- · Leadership style;
v Formalization - the presence of official documents describing the rules of the organization's functioning, the way of interaction between employees and departments, the procedure, internal document flow, etc.;
v Specialization - Distribution various types tasks between employees and departments;
v The way the staff structure is formed - selection criteria, training, distribution by task groups.
Professionalization - the level of education and special training for employees of the organization;
v System internal regulations and sanctions;
v Organizational conflict potential;
v Communication within the organization;
v Criteria for success

According to Daft, contextual parameters make it possible to characterize an organization in relation to its interaction with the environment [Daft, 2006]. These parameters include the following elements relevant to this work:

v Environment - the external world outside the organization and actively influencing and interacting with it:
- Main stakeholders (a wide range of people associated with the organization and influencing its activities.)
- · Principles of communication with key stakeholders;
v Organizational boundaries are tangible and intangible boundaries that separate inner world organizations and the external environment, identifies members and outsiders:
· Principles of formation of borders;
· Principles of interaction at the borders.

Some of the named parameters of the organization that require further clarification will be considered below.

Stakeholders

Special attention should be paid to such a structural parameter of the external environment as stakeholders. Stakeholders - interested parties - are the key stakeholders in the activities of the group organization [Crick, Forstater et al., 2005]. Thus, stakeholders are defined as a group or individual who can influence the activities of the organization or are affected by it.

It should be noted that the stakeholders of commercial and non-profit organizations may differ. According to Daft, typically the stakeholders of a business organization include:

· Owners and shareholders;
· Employees;
· Consumers;
· Suppliers;
· Lenders;
· The public;
· Unions;
· Government.

Speaking about the key stakeholders for the volunteer community, it is worth highlighting the following groups [Crick, Forstater et al., 2005]:

· Founders;
· Employees;
· Volunteers;
· Members of the organization;
· Beneficiaries (groups that receive assistance);
· Relatives of the wards;
Representatives government agencies;
· Representatives of administrations of social institutions with whom volunteers cooperate;
· Commercial firms;
· Contributors and sponsors;
· Mass media representatives;
· Representatives of other NGOs.

Organizational culture

Also, when analyzing the main parameters of an organization, it is necessary to take into account such an important element as organizational culture. Organizational culture cannot be unequivocally attributed only to internal structural elements or only to external contextual parameters. That is why the elements of organizational culture were included in the above list of parameters.

The American researcher K. Ouchi defined organizational culture as a collection of symbols, ceremonies and myths, which together reflect the ideas of values and beliefs shared by members of the organization [Shane, 2002]. At the same time, organizational culture can also act as a component of the way the organization adapts to the environment [Shane, 2002]. In this interpretation, the organizational structure acts as a very broad and not quite defined concept. Within the framework of this study, among the main elements organizational structure proposed by K. Cameron and R. Quinn, it is reasonable to single out the following [Cameron, Quinn, 2002].

The core values of the organization;
· Leadership style;
· Principles of relations between actors within the organization;
· Criteria for success.
· The way the staff structure is formed - selection criteria, training, distribution by task groups, etc.

Leadership style

The nature of the method that is chosen in the framework of solving certain tasks indicates the style of leadership adopted in the organization. In this work, the classical classification of leadership styles proposed by the German psychologist K. Levin will be taken as a basis. According to Lewin, leadership styles can be conditionally subdivided into authoritarian (directive management, strict control and discipline), democratic (collective management) and liberal or conniving (detachment from the leader's management, independence of subordinates) [Frijer, Feidiman, 2004].

A comparative table of the three leadership styles listed above is shown in Figure 2 [Frager, Feidiman, 2004].

Figure 2. Leadership styles by K. Levin

Brief conclusions

Thus, the main definitions of the concept of organization were considered, the role of organizations in human life was briefly analyzed and their main classifications were presented. Special attention was given to such types of organizations as commercial and non-commercial.

In addition, the parameters identified within the framework of the structural approach make it possible to obtain those primary empirical indicators, on the basis of which the analysis and subsequent comparison of formal volunteer associations in Russia and France will be carried out. A diagram of the structural and contextual parameters of a non-profit volunteer organization, compiled on the basis of a synthesis of all the organization-wide models described above, is presented in Figure 3.

The topic of the first lecture introduces you to the main characteristics of organizations, the basic concepts of organization theory, as well as the possibilities of its practical application.

Every organization, any manager, regardless of his desire, is today involved in the subject of organization theory (TO) research, and mastering this subject always provides the best result in practice (we are talking about both commercial and non-profit, charitable, etc. organizations) .

TO, first of all, analyzes the main lessons arising from the daily activities of organizations, systematizes and generalizes the findings and brings them to both students specializing in management and practical managers.

Sit. multi-company analysis convincingly shows: (a) How and/ HOW large organizations can be vulnerable;

(b) that one should learn from one's own mistakes DIRECTIONALLY and CONSCIOUSLY, and that nothing will happen automatically by itself without drawing the proper lessons;

(c) and that the strength and power of organizations is largely determined by the QUALITY OF THE MANAGEMENT DECISIONS MADE, which means that it directly depends on those EXACTLY who are vested with the power to make such decisions.

Numerous studies also provide convincing evidence of how the overall market situation changed in the late 1990s and early 2000s. compared to the 1960s and 70s. and even the 1980s. At the very least, the following BASIC NEW FACTORS/PATTERNS should be noted here:

(1) A global competition regime that has expanded and complicated the mechanisms for competition on a national basis;

(2) Formation of org. structures - if in the recent past the larger size of the Co. meant its increased stability and competitiveness, then since the 1990s. the situation has changed, and the growth of the organization and its size is not the main development priority. On the contrary, now it is smaller sizes with a more flexible org. structure in many industries is seen as a strategy for success, so downsizing a functioning organization is seen as as natural as growing it. This means that in order to ensure highest efficiency a modern manager needs a mobile, non-bulky org. structure with increased adaptability to the environment - for this they often resort to dividing the once single org. systems into smaller and relatively independent divisions. At the same time, the management system itself is also simplified (a classic example of the 1990s is Toyota Co. and the implementation of a decision to reduce 2 levels of middle managers).

Thus, org. the structures of today and tomorrow put at the forefront the working groups / labor collectives of employees, which become the basic (priority) units that complete the implementation of the tasks set, and which are also empowered to make decisions (including those that are strategically significant for the Co. , such as, for example, whether or not to supply your product to the market under a new brand).

(3) Motivation of labor resources (“human capital”) has also become a top priority. In all the most advanced organizations, employees become practical partners with the Co (and not just employees, as has always been the case). Modern leaders do not focus on a purely quantitative approach, instead of numbers, they are primarily interested in encouraging and stimulating the CREATIVITY of the staff and its INTUITION, which are considered the main conditions for high labor productivity and optimization of results. Thus, along with the age-old motive of maximizing profits, such factors as CARE of the SOCIAL needs of people, as well as the guarantee by the company of social assistance and support to its members, come to the fore. Staff are encouraged to:

(a) shareholdings,

(b) profit sharing,

(d) staff rotation,

(e) expanding the zone of individual responsibility.

(4) Speed, i.e. the time it takes for a product (service) to reach consumers. If in the 1980s the most significant shifts concerned the QUALITY of manufactured products, then since the 1990s. SPEED // SPEED of response, i.e. the time during which goods and services reach consumers, was added to this most important factor that determines the level of competitiveness of a company.

(5) Communication technologies - it is about connecting all employees of the organization through personal computers and networks, including intra-company ones, WITH CONSUMERS of products, for example, with regular wholesalers or buyers.

Modern computer systems actually make it possible to simplify org. structures, as well as encourage staff to PARTICIPATE IN MANAGING the affairs of the firm. It is these communication technologies that make it possible to remove all barriers and create a single network within the framework of this org. structure as well as outside.

So, the main OBJECTIVE OF INTRODUCTION to the "Organization Theory" is to study the essence (nature) of organizations and modern org. theories. Organization theory has developed on the basis of systematic studies of organizations by scientists. The basic concepts of TO came from real life, that is, they were adopted from the practice of functioning of the most successfully developing org. structures. Thus, organization theory, contrary to its name, is an applied discipline. IT helps everyone who studies it TO UNDERSTAND, DIAGNOSE, and also ACT in accordance with the requirements of the ever-emerging needs of the organization, and thus solve all its problems.

(1) THE ESSENCE OF ORGANIZATION IN THE MODERN UNDERSTANDING

DEFINITION: Despite their diversity, ALL organizations have certain COMMON FEATURES.

ORGANIZATION is proposed to be defined as a SOCIAL COMMUNITY (STRUCTURE), which moves towards a DETERMINED GOAL and which is characterized by a clearly STRUCTURED SYSTEM OF ACTIVITY, which has clearly defined BORDERS.

Thus in basic definition There are 4 key elements, namely:

(1) SOCIAL COMMUNITY - this means that all organizations are made up of people and - of groups of people. Thus, the basic (fundamental) cell of the organization are people and the role statuses that they take on. People enter into a certain interaction with each other in order to implement the main org. functions.

(2) movement towards a certain PURPOSE - this is the meaning of the existence of any organization. The Organization as a whole and all its members strive to achieve results and thereby realize their MISSION. At the same time, the individual goals of the participants may differ from the corporate ones, and the organization itself can have one or several MAIN GOALS, for the sake of achieving which it exists.

(3) clear STRUCTURING OF THE SYSTEM OF ACTIVITY - this is what ensures the overall life of the organization. The tasks of the organization are structurally divided between its departments (divisions), each of which has its own field of activity. Due to the division of areas of activity (specialization within organizational units), the highest efficiency is achieved. Structuring allows you to coordinate and direct the work of individual work teams and org. divisions.

(4) clearly defined ORGANIZATION BORDERS - they indicate which elements are inside the system and which are outside it. Membership in an organization is a well-defined form of establishing its boundaries. Members of the organization are responsible to it for the results of their work and are stimulated both financially and non-materially. The visual boundaries of the organization thus act as its integral essential characteristic, realizing the function of "ORGANIZING" activities.

So, organizations today determine the conditions for the life of people, and professionally trained managers are able to influence the organizations themselves and direct their development. We are a SOCIETY OF ORGANIZATIONS, and the systematization of research recent years provides a better understanding of their nature and essence, makes it possible to use and control this truly inexhaustible resource.

(2) ORGANIZATIONS AS A SYSTEM

OPEN SYSTEMS

Any research in the field of organizations and their development draws a clear line between "CLOSED" / CLOSED and - "OPEN" systems.

A closed system exists independently of the environment; it is autonomous, isolated from the outside world, that is, it exists on its own internal basis and does not need to consume external resources.

Open systems must actively interact with their environment in order to survive; they both consume external resources and supply them outside the organization. Thus, they cannot be isolated from the outside world and must constantly change in order to adapt to the environment. Open systems are very complex. Internal productivity // Productivity is an important, but not the only parameter of the organization's efficiency.

Open systems must seek and acquire the resources they need, study the environment and adapt to its changes, market the results of their economic activity, engage in control and coordination of intra-organizational aspects of functioning against the backdrop of an unstable and constantly changing environment.

This means that any system that has to constantly interact with the environment in order to survive is an OPEN SYSTEM. Man is an example of an open system, or the planet Earth, or the city of Moscow.

To understand the ORGANIZATION AS A WHOLE, it should be considered as a SYSTEM. A system is a set of interacting elements that requires the flow of resources from the environment, which it transforms, and then produces products that are consumed outside of it (i.e., in the external environment). The need for the input of resources and for the sale of finished products reflect the dependence on the environment. The interaction of elements means that organizational units and workforce are interdependent and must function together.

ORGANIZATIONAL SUBSYSTEMS

The organizational system consists of several SUBSYSTEMS. Such subsystems are the divisions of the organization, which perform their specific functions in order to ensure the normal functioning of the organization as a whole.

ORG. SUBSYSTEMS perform the following 5 main functions:

(1) border areas/zones

(2) production

(3) support services

(4) adaptation

(5) management.

(1) Border sections/zones

Border subsystems are concerned with the interaction between "input" and "output" of resources. In other words, they are responsible for EXCHANGE with the environment. At the “commissioning” stage, they need to purchase the necessary materials and raw materials for this. At the “output” stage, they are involved in demand creation and marketing. Thus, the border units//zones are directly related to the external environment of the organization.

(2) Production

These subsystems are responsible for the production of finished products. This is where the TRANSFORMATION PROCESS actually begins. Such subsystems can be represented by a production department, student classes/groups at a university, etc.

(3) Support services

Such subsystems are responsible for ensuring that the production process runs smoothly, without failures, and ensures that the entire organization is maintained at the proper level. Support services include cleaning, painting, equipment repair and preventive maintenance. In addition, auxiliary subsystems also contribute to meeting the needs of personnel, dealing with issues of the socio-psychological climate in the organization, remuneration and safety of workplaces.

(4) Adaptation

These subsystems are responsible for implementing changes in the organization. Adaptive subsystems constantly monitor the external environment, capturing any problems that arise in it, as well as opportunities; and – changes in engineering and technology. They are responsible for the implementation of innovations, and also help the organization to implement changes, adapting it to new conditions.

(5) Management

Management is another clearly defined organizational subsystem, which is responsible for coordinating the activities of all other org. subsystems and sends them to a single org. goals. Thus, management provides movement towards a single goal, strategy and policy at the level of the organization as a whole. In addition, this subsystem is responsible for ensuring the development of org. structure and setting tasks for each of its subsystems.

In progressively developing organizations, all 5 subsystems are interconnected and often work "overlap" (that is, their activities intersect, forming common areas of functioning). Units often perform multiple functions (roles). Thus, marketing is a "frontier" zone and at the same time provides an understanding of emerging problems and / or opening opportunities for innovation. The managers direct as well as coordinate the activities of the whole system, and at the same time they are also connected with the activities of the auxiliary services, the "frontier zones", org. adaptation. Thus, the people and resources of each subsystem can perform a variety of organizational functions.

Management of the complex of social

economic aspects of modern systems

Human organizations, being social systems, are fundamentally different from all other types of systems. They are distinguished, first of all, by two things: (1) people-human beings-individuals are the main (smallest) cell, the same “brick”, from the multitude of which the whole system is built; thus, organizations are SOCIAL systems in the first place, and only then - machine and / or - biological; (2) human organizations as social systems are the most COMPLEX, surpassing any other type of system in this.

This complexity, the complexity of functioning is generated by the specific characteristics of individuals united in teams and working groups.

The manager of an organization must be extremely receptive to all the most complex variety of social systems in order to UNDERSTAND and BE ABLE TO DIRECT the activities of his organization. Modern Co. are open systems which must constantly adapt to the environment in conditions of its maximum uncertainty and instability.

Thus, social systems become extremely difficult to manage, since many of their parameters are intangible, situations are influenced by many different factors, and environmental conditions are constantly changing.

So, we found out that the management of an organization in modern conditions is an extremely difficult process that gives rise to a lot of open questions. Organizations change rapidly, so do their boundaries, and the functions of subsystems overlap. Org. systems are becoming more and more complex. Under these conditions, the main thing in the work of a manager for today and for the future is to UNDERSTAND//REALIZE the organization as a living and mobile SOC. A SYSTEM that the farther, the less and less can be managed on a traditional basis, using methods and forms, "descending" top management from top to bottom.

(3) PARAMETERS OF ORGANIZATIONS

The systems approach refers to dynamic, progressively developing intraorganizational structures.

The next step in understanding the nature of modern organizations is the study of org. parameters that characterize specific org. traits. It is these specific org. traits convey all the originality of organizations, as, for example, the personality of a person and his physical features can characterize one or another individual.

PARAMETERS OF ORGANIZATIONS are divided into 2 TYPES:

(1) structural

(2) contextual

Structural parameters describe the INTERNAL FEATURES / characteristics of the organization. They form the FRAMEWORK for the MEASURABILITY and COMPARABILITY of different organizations.

Contextual parameters characterize the entire organization as a GENERAL, including its SIZE, TECHNOLOGY, ENVIRONMENT AND FUNCTIONAL OBJECTIVES. They describe the environment in the organization that affects the structural parameters. Contextual parameters can be confusing, i.e., make the analysis fuzzy // "blurry" because they also reflect org. characteristics and features of the environment within which the organization operates and within which the structural parameters operate.

STRUCTURAL PARAMETERS

(1) FORMALIZATION - this refers to the size (volume) of written documentation in a given organization, which includes:

– description of procedures

– job specifications

– regulatory rules and procedures

- Instructions for org. politics.

These written documents characterize the prescribed org. behavior and activities of members of the organization. As a rule, the level/degree of formalization is determined by simply adding up the NUMBER OF PAGES OF DOCUMENTATION within the entire organization. Thus, for example, large public universities have a high level of formalization - at least several volumes of written rules and instructions regarding admission, registration, expulsion, transfer, provision, etc. Conversely, a small business on a family basis may not have any no written rules and instructions governing its activities; thus it is maximally UNFORMALIZED.

(2) SPECIALIZATION is the degree to which org. tasks are divided into separate sections / divisions, departments, sectors - up to workplaces. If specialization is intensive, then each employee performs a narrow range of tasks ( narrow specialization). With a low level of specialization, employees perform a wide range of tasks at their workplaces (i.e., they are generalists). Often, specialization from the point of view mentioned above is also called DIVISION OF LABOR.

(3) STANDARDIZATION is the degree to which similar business activities are carried out to a uniform standard.

(4) POWER HIERARCHY reflects all levels of subordination in the organization (or - who reports to whom), as well as - the scope (scale) of control of each manager. Hierarchy is demonstrated by vertical connections of any org. structures. It is related to the scope or scale of control, which refers to the total number of employees reporting to one manager/boss. With a small (narrow) span of control, the hierarchy is an elongated pyramid; with a wide - "squat", elongated in width.

(5) COMPLEXITY is characterized by the number of organizational subsystems (or activities within an organization). It is measured in three directions:

Vertical

Horizontally

Spatial.

Vertical parameter/difficulty indicator org. the system is characterized by the NUMBER/NUMBER OF LEVELS IN THE HIERARCHY;

horizontal - NUMBER / NUMBER of job titles in the unit or - the number of units of the same level (in the hierarchy), - i.e., located on the same horizontal level org. structures;

spatial – by NUMBER / NUMBER of geographic points; breadth of geographical distribution.

(6) CENTRALIZATION refers to the hierarchical level that has the power to make decisions. When all decisions are made by top management, the organization is as centralized as possible. When decision making is delegated to lower organizational levels, it is considered decentralized. The management decisions in question may relate to the purchase of equipment, setting development goals and objectives, selecting suppliers, setting prices, hiring personnel, determining the marketing structure; and be accepted both on a centralized and decentralized basis.

(7) PROFESSIONALISM is characterized by the level of professional education, as well as the training of personnel. This level is defined as high if, in order for an employee to take a job in an organization, he needs a significant period of time to prepare and acquire the relevant skills. The level of professionalism is usually measured through the average number of years of education of employees (eg ≈ 20 in a medical practice and ≈ 10 in a construction company).

(8) COEFFICIENTS BY PERSONNEL characterize the placement of personnel in accordance with the functions performed in certain units. Includes the following ratios:

Administrative

Clerical

professional staff

Indirect coefficient of labor management.

All ratios are calculated by dividing the number of employees in a given classification (eg administrative, clerical, management) by the total number of employees within the organization.

CONTEXTUAL PARAMETERS:

(3) ENVIRONMENT includes all elements that operate outside the boundaries of the organization. The key elements are represented by industry, government, consumers, suppliers, and the financial community. However, organizations are most affected by such an important element of the environment as others - competing organizations.

(4) ORG. GOALS and STRATEGY define the goals and competitiveness of an organization that distinguish it from other organizations. Goals are usually declared in a statement of intent by Ko.

(5) ORG. CULTURE is the deep, underlying values, beliefs, ideas and norms (behaviors) of organizations that must be observed by all members. These deep values can affect, for example, questions of ETHICAL behavior, OBLIGATIONS of the organization in relation to its employees, questions of PRODUCTIVITY and efficiency, QUALITY of SERVICE of clients, etc. They cement org. relationships and ensure the integrity of the org. structures. Org. culture, as a rule, is represented by what is called "unwritten laws and rules of conduct"; it finds its expression, for example, in organizational legends, slogans, ceremonies, manner of dressing, organization and layout of offices, etc.

All 13 PARAMETERS (contextual - 5 and structural - 8) are closely interconnected. So, for example, with a large size, routine technology and a stable environment, the organization tends to a high level of formalization, specialization and centralization.

All 13 parameters provide the basis for measuring and analyzing org. characteristics that may not be noticeable from the outside, but they carry the most important information about the organization.

(4) THE ESSENCE OF THE SUBJECT OF ORGANIZATION THEORY

The theory of organization, of course, is not a collection of facts and events; rather, it is a MINDSET OF ORGANIZATIONS that equips the manager with the ability to see and analyze in depth and breadth all organizational problems. That is, the theory of organization forms the skills of understanding and comprehending the essence of everything that happens on the basis of established standards (samples) for designing organizational development, as well as org. behavior. These standards (samples) are carefully set by research scientists, studied and evaluated (measured) by them, and then become the subject of publicity and are brought to wide attention. At the same time, both the facts themselves that are being studied are important, and, first of all, general patterns and underlying causes that determine the functioning of org. systems.

From the history of the issue:

From the management disciplines you studied, you remember that the modern stage in management theory began in the 20th century with the views of the CLASSICAL SCHOOL, which include both SCIENTIFIC MANAGEMENT and ADMINISTRATIVE MANAGEMENT. According to the scientific management approach of F. Taylor, management decisions in organizations and the development of jobs should be carried out on the basis of precisely verified and scientifically based procedures after a thorough study of each specific situation. According to the principles of the administrative school, the main emphasis should be placed on the management of the organization as a whole, and it is based on the rich experience of practical managers. A. Fayol formulated 14 principles of management, such as unity of subordination (“each subordinate cannot have more than one boss”) and unity of leadership = unity of action (“all activities that have common goal, should be grouped and transferred to the responsibility of one head-manager”).

N.B. For more details, see: Student “Organization management. M.: INFRA-M, 1998. - ss. 16–17.

views CLASSICAL direction in management were further expanded and supplemented by the results of the Hawthorne experiments, which demonstrated that a positive attitude towards staff strengthens motivation and leads to increased productivity, and also lays the foundation for more effective work based on the use of leadership factors, motivation and everything related to development of HUMAN CAPITAL. The work of sociologists on the study of the role of the BUREAUCRATE, initiated by M. Weber, in the 1950s–1960s helped to lay the foundations for contemporary ideas about bureaucracy. In the future, organizations began to be characterized as RATIONAL SYSTEMS RESOLVING PROBLEMS ON THE BASIS OF DECISION MAKING.

Scientific management, the 14 principles of the administrative school, and the functioning of bureaucratic structures AS THE GENERAL FOUNDATIONS of the organization worked successfully in the 1950s-960s, when there was little competition. The intensified international competition served as a good shake-up to the world community. So, for example, in Xerox Co., they found that there are about 1.3 managers for each employee, while in Japan this figure is only 0.6 for similar types of production. As a result, during the 1980s American Co., in order to ensure a higher level of competitiveness, began to carry out massive layoffs of managerial personnel (especially middle managers).

1980s gave rise to a NEW CORPORATE CULTURE, in which the main values recognized:

Minimum staff

Flexibility

Speed of response to customer requests

High motivation of all employees

Concern for the needs of consumers

High quality products.

Extremely rapid shifts were associated in the 1980s with the blurring of the old boundaries of corporate structures through a wave of mergers and acquisitions, including international ones, and also due to the tightening of international competition conditions.

As a result of the accelerated evolution of the environment, the concept of modern business development within the org. theories have undergone significant changes. The two main results of this evolution were:

(1) the predominant use in practice and the unconditional priority of the ORGANIC APPROACH TO MANAGEMENT SYSTEMS;

(2) application of the SITUATIONAL (situational) approach to the theory and models of the organization in order to develop the concepts of its development

The ORGANIC APPROACH has replaced the MECHANISTIC APPROACH.

The mechanistic orientation of management corresponds to a rigid, highly structured approach to management systems.

Organic orientation corresponds to a freely changing, maximally flexible organization.

Below in the table we present the main characteristics of both approaches in order to compare them; in particular, in order to clearly represent the main changes that took place in the 1980s and 1990s. compared to the 1960s–1970s. For example, in the 1960s and 1970s the environment was more stable, technology gravitated towards the mass, and organizations sought to acquire maximum size and productivity; at the same time, labor resources were considered as one of the varieties of the "raw materials" / resources necessary for the organization. The intraorganizational structure tended to be functional and was maximally bureaucratized; its functioning was based on the principles of rational analysis (rationalism).

At present (1990-2000s), the environment of organizations is becoming more and more unstable (even chaotic); technologies - as individualized as possible; downsizing is prioritized and the focus shifted to corporate efficiency and org. a culture that puts the organization's PERSONNEL at the forefront as its highest value. In this way, modern organizations everything is built more and more on the basis of working groups, group control, personal interaction, innovation, as well as permanent improvement of professional skills.

Organization characteristics	Mechanistic approach	Organic Approach
Context variables
environment	stable	unstable
technology	mass	individualized

	performance	efficiency
org. culture	any professional worker taken for granted	on the principle of forming highly professional working groups, in the center of which is an extra-class specialist
intraorganizational factors
structure	functional, centralized	slave. groups; decentralized
control mechanism	bureaucratic	group
communications	formalized information submission system	personal
innovation
relationships between departments	based on cooperation	conflict
making decisions	based on rational analysis	trial and error

SITUATIONAL (SITUATIONAL) APPROACH

Despite all the changes in the environment, organizations remain completely different from each other. However, most of the problems stem from the desire to approach them with the same standards - this approach, as a theoretical justification, is based on administrative principles and a bureaucratic approach that tried to apply a single (generalizing) approach to all organizations. However, org. the structure and financial system of, for example, the sales department of a large conglomerate will be unacceptable for the production department, and vice versa.

The situational approach is precisely expressed in the fact that all factors are INTERDEPENDENT; and that org. characteristics / parameters depend on the whole situation as a whole. At the same time, what works successfully in one situation may be completely ineffective in another. The optimal solution is not the only one - there are always alternatives. The situational approach as a concept just means dependence on the circumstances of a particular situation. Thus, organizations that exist in a stable environment, use mass technologies and with a main emphasis on increasing productivity, fit well into the parameters of the MECHANISTIC approach (with its bureaucratic control, functional organizational structure and formal communication system). As well as an organic, highly flexible approach to control systems, it works best in an uncertain / unstable environment using non-standard, individualized technologies. That. The choice of the optimal style directly depends on the prevailing CIRCUMSTANCES.

Theories and models are applied to better understand the nature of organizations.

The theory is an explanation (in the form of a description) of exactly how organizational characteristics // parameters or - variables are interconnected (i.e. - what causal relationships exist between them). Moreover, if specialist scientists fix theories in writing, then practical managers use them in their daily activities.

A model is a visual representation of how certain things behave in action. the most important parameters organizations. Models can be used to diagnose potential problem areas in order to reduce the risk of their occurrence in the future.

The table with mechanistic and organic approaches reflects two such models, each of which contains several VARIABLES (variables are understood as such organizational characteristics // parameters that are MEASURABLE and the value of which varies within the organization).

INDEPENDENT VARIABLES have a causal effect on other organizational characteristics. DEPENDENT variables are brought to life by other phenomena - for example, the environment and technology can be considered as independent variables, which, in turn, affect dependent variables - such as org. structure, control mechanisms in the organization, system org. communications. That. a stable environment and mass technologies objectively require a different org. structures, controls, and business communications than uncertain environments and customized technologies.

1. Define an organization. Explain each of the 4 components of this definition.

2. What is the difference between open and closed system? Give examples.

3. Name 5 main subsystems of the organization. If an organization is faced with the need to sacrifice one of its subsystems, then which one, from your point of view (in order to exist without this subsystem for the longest time)?

4. Why are human organizations considered the most complex types of systems? And what is the impact of this complexity on the work of managers?

5. What is the difference between formalization, specialization and standardization? Do you think that if an organization has high level one of these parameters, then it will necessarily have a high level of the other two (parameters)?

6. What does SITUATION (probability) mean? What is the impact of the situational approach on organization theory?

7. What is the value of organization theory to those who do not specialize in management? Is it the same for managers?

8. In the old days, management theorists believed that the organization should strive for maximum logic, certainty and rationality, in which there is a place for everything and, at the same time, everything is put in its place. Do you agree with this point of view as applied to the modern organization management paradigm? State your reasons for and against this approach to modern organizations.

Organization theory is an applied discipline that helps managers understand org. problems, correctly diagnose them and act in an optimal management mode.

An organization is a social community (structure) that moves towards a specific goal and is characterized by a clearly structured system of activities that has clearly defined boundaries.

Closed system - exists independently of the environment; it is autonomous, isolated from the outside world, that is, it exists on its own internal basis and does not need to consume external resources.

Open system - actively interacts with the environment in order to survive; it both consumes external resources and supplies them outside the organization.

Structural parameters describe internal org. characteristics and features, forming the basis for the measurability and comparability of different organizations (this is the level of formalization, specialization, standardization, hierarchy of power, complexity, centralization, professionalism; personnel coefficients).

Contextual parameters - characterize the entire organization as a whole, including its size, technology, environment and purpose of operation.

The situational approach in TO is expressed in the fact that all factors are interdependent; and that org. characteristics / parameters depend on the whole situation as a whole.

Context characteristics. Organization and its structural parameters

Contextual Options

Lecture 2. Strategy, structure and effectiveness of organizations.

Influences of Strategic Direction on Organization Design

Purpose of organizations

Choice of strategy and competition.

Lecture 3

Organization structure.

Inform. processes in the structure of the organization.

Alternative approaches to organization design. (Page 30)

Functional, divisional, regional principles of organization design. (Page 31)

Brief conclusions