Organization : contemporary principles and practices by John Child

By John Child

"The definitive association administration textual content for executives and aspiring company leadersOrganization: modern ideas and Practices, moment variation is the thoroughly up to date and revised landmark consultant to "macro" association thought and layout, absolutely grounded in present foreign perform. foreign administration professional John baby explores the stipulations facilitating the improvement of new Read more...


The definitive association administration textual content for executives and aspiring enterprise leaders association: modern ideas and Practices, moment version is the thoroughly up-to-date and revised Read more...

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The main difference between the two models stemmed from their primary empirical points of reference. 1 Dimensions of classical organization theory and bureaucracy Dimension Classical organization theory Specialization Division of labor according to specific functions Hierarchy Clear vertical lines of authority; authority to correspond to the responsibilities of each position Control by hierarchical superiors through unity of command Control Coordination Achieved primarily by managers with limited spans of control Bureaucracy Designated roles & “offices” Horizontal specialization (job positions & departments); Vertical specialization (hierarchical levels) Clearly defined formal hierarchy based on officially assigned responsibilities and authority Insistence on following codes and rules – “bureaucratic control” through “formalization” Through adherence to rules and procedures; also through formal committees WEBC02 12/02/2014 9:32:47 Page 33 2 PERSPECTIVES ON ORGANIZATIONAL DESIGN 33 enterprise, whereas Weber took the Prussian civil service as an important reference for bureaucracy.

Certain allowances were added to the time allowed for the job, actually on a fairly arbitrary basis, to cover fatigue, variations in materials, accidental interruptions and so forth. Taylor proposed to motivate workers to maintain a high pace of work by means of an individual piece-rate system based on the standard work pace established through time study. This system of payment is discussed in Chapter 8. While the attention of Taylor and the other industrial engineers who comprised the backbone of the scientific management movement was directed primarily at the planning, supervision and execution of shop floor work, they formulated certain organizational principles as well.

Highly performing firms producing large quantities of standardized products (mass production and continuous process firms in particular) tended to employ sophisticated control systems and also to delegate more decision making. 28 The relevance today of technology as a contingency has changed enormously with the advent of information and communication technologies (ICTs). As Chapter 3 will note, ICTs have opened up many new possibilities for both internal organization as well as for the management of transactions and integrated operations between firms.

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