1 / 22

Organizational Theory

Police Administration: Structures, Processes, and Behavior (Eighth Edition). Organizational Theory. Charles R. Swanson, Leonard Territo, and Robert W. Taylor. Chapter 5. Organizational Theory. Makes organizations more understandable

griffith-quinn
Download Presentation

Organizational Theory

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Police Administration: Structures, Processes, and Behavior (Eighth Edition) Organizational Theory Charles R. Swanson, Leonard Territo, and Robert W. Taylor Chapter 5

  2. Organizational Theory • Makes organizations more understandable • Reveals how authority and decision making are organized and distributed • Explains why some police departments are less or more open to change and innovation • Makes assumptions about followers • Incorporates notions about the environments that the police department faces and how these can impinge on the department • Provides an essential tool for leaders in deciding how the work will be processed and the structure and relationship of the work units needed to accomplish it

  3. Cui bono Typology Who Benefits? Mutual Benefit Associations Business Concerns Service Orgs. Commonweal Orgs.

  4. Traditional Organizational Theory Three Stems Scientific Management Administrative Theory Bureaucratic Model

  5. Scientific Management • Frederick W. Taylor • “One best way” to do work • Focus on labor, not management • Productivity & motivation • Natural Soldiering • Systematic Soldiering

  6. The Bureaucratic Model • Principle of hierarchy • Right of appeal and grievances • Division of labor • Duties bound by rational rules • Acts and administrative rules are recorded • “Rights” are property of the office/job • Merit-based appointments • Organizational members do not own the means of production

  7. Hierarchy and Job Specialization in a Bureaucracy

  8. Police as Street-Level Bureaucrats “State Agents” “Citizen Agents” Bend or ignore some laws and policies • Follow all laws and policies

  9. Administrative Theory • Sought to identify generic/universal methods of administration • Supervise no more than 5-6 subordinates • Gulick’s POSDCRB

  10. POSDCRB

  11. Criticisms of Traditional Theory • “Man as machine” orientation • Criticisms by Bennis • Does not allow for personal growth • Compels conformity • Does not account for informal organization • System of control outdated • No adequate judicial process • No process to resolve differences or conflicts • Communication cut off due to tall hierarchy • Full human resources not utilized

  12. Human Relations School • Elton Mayo: Hawthorne Studies • “Hawthorne Effect” • People being studied behave differently because they like the attention they get

  13. Organizational Humanism • Work should be satisfying and help to motivate workers • Organizations must pay attention to the needs of workers • Work should not be something people endure just to make a living

  14. Maslow’s Needs Hierarchy

  15. McGregor: Theory X and Theory Y vs. Theory X Theory Y

  16. Herzberg: Motivation-Hygiene Theory • Two sets of variables • Hygiene (maintenance) factors: relate to work environment • Motivators: relate to work itself

  17. Organizational Development • Warren Bennis • A change management process • Attempts to take the uncertainty out of change

  18. Organizations as Closed Systems • Assumes complete rationality, optimizing performances, predictability, internal efficiency, and certainty • All behavior is believed to be functional • All outcomes are believed to be predictable and certain • The closed organization can ignore changes in the larger environment • Political, technological, economic, etc. • Sees little need for interaction with its environment

  19. Organizations as Open Systems

  20. Interdependence • Police unions • Partners • Events • Legal framework • Governing body • Special interest groups/stakeholders • Technology • Other departments

  21. Two Environmental Theories • Environmental Contingency Theory • Resource Dependency Theory Leaders must “read the environment” All agencies are dependent on larger environment for their resources Decide what type of structure is the “best fit” with the environment being faced Identify their standing compared to other agencies competing for resources

  22. Chaos Theory Widespread fear and uncertainty Normal services not possible Initial lack of information Information overload (politicians, media, etc) Inadequate or non-existent plans Insufficient or ineffective resources Cosmology Bifurcation

More Related