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Week Five: Organizational Technology and Structure

Week Five: Organizational Technology and Structure. Week Five Objectives. Discuss the Technologies of Public Organizations DJJ Case Short Paper Assignment Determinants and Impact of Structure. Rainey on Structure and Technology.

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Week Five: Organizational Technology and Structure

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  1. Week Five:Organizational Technology and Structure

  2. Week Five Objectives • Discuss the Technologies of Public Organizations • DJJ Case • Short Paper Assignment • Determinants and Impact of Structure

  3. Rainey on Structure and Technology “Structure . . . refers to the configuration of the hierarchical levels and specialized units and positions within an organization, and the formal rules governing these arrangements.” “Technology . . . Refers to the work processes of an organization that often serves as a major influence on the design of organizational structure.”

  4. Technology in Organizations • Process that transforms materials or inputs into outputs • Process by which organizations achieve outcomes • Components of technology: • Inputs • Transforming Inputs • Producing Outputs

  5. Variety and Analyzability in Organizational Technology (Perrow) • Variety • How much task variation or uncertainty? • Analyzability • How easy is it to break down processes into mechanical or distinct steps?

  6. Routine Versus Non-routine Technology • Routine Technology • Low variety & high analyzability • Implications for organizations • Centralized structures • Greater span of control • Non-routine Technology • Low analyzability & high variety • Implications for organizations • More decentralized structures • More communication and coordination

  7. Technological Interdependence (Thompson) • Captures the degree to which units within an organization depend on each other when completing a task • Pooled • Sequential • Reciprocal • More interdependent = less routinized

  8. Technology in Human Service Organizations (HSOs) • Transforming clients from one state to another, more preferred state • What challenges do having humans for “inputs” pose for HSOs? • Who determines what the preferred or prescribed state is or should be? • Four stages: • Recruitment and selection • Assessment and classification • Status transformation • Termination and certification

  9. Charting Service Technology

  10. Why HSOs Are Unique • Goals • Selecting Proper Technology • Autonomy of Clients • Resources Committed to HSO

  11. Organizational Structure • Structure is the organization of the parts • What does structure accomplish? • Division of tasks/labor • Coordination and integration • Accountability, rules, procedures • Dimensions of structure: • Centralization and formalization • Horizontal and vertical complexity

  12. Factors Affecting Structure • Size • Environment • Technology • Culture • Monitoring capacity • Available incentives

  13. Decentralizing Trends: Larger Spans of Control • SMALL SPAN OF CONTROL • Close control • Expensive • Communication is difficult • Slower decision making • Isolates senior management • Discourages employee • autonomy • LARGE SPAN OF CONTROL • Control more difficult • Cost savings • Facilitates Communication • Faster decisions • Closer interaction between • organizational levels • More training and better • leadership required

  14. Types of Organizational Structures • Simple Hierarchy • Circle • Network

  15. Grouping Jobs or Activities in an Organization • Activity or Functional Grouping • Group individuals and activities by resources • Output or Product Grouping • Units are self-contained; coordination across functions • Hybrid • Centralized & Decentralized Functions • Matrix • Two Supervisors: Functional and Project • Dynamic Network Design • Out-sourcing

  16. DJJ Case • Who are the key actors and stakeholders? • What are their goals and incentives? • Describe the environment surrounding DJJ • What are the most prominent organizational dilemmas? • What is the structure of DJJ? • What did you recommend? • Short- versus long-term strategies?

  17. Goold and Campbell: Pursuing Structural Change • Is this article relevant to public organizations? • When should you alter the structure of an organization? • What are some issues or concerns to be aware of as you are contemplating structural change? • Why do we have such negative perceptions of large public bureaucracies? Are they warranted?

  18. Readings to Be Completed for Next Class Period • Rainey, Chapters 5 and 7 • Kotter – coursepack • Project Status Reports • 10 to 15 minute informal presentation • Key issues, data sources, challenges/obstacles • Expect and anticipate questions • Bring your books/readings to class!!!

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