ORGANIZING STRUCTURE

1. ORGANIZING STRUCTURE Prof. Jintae Kim, PhD Alliance Theological Seminary (845) 353-2020 ext.6978 E-mail: Jintae.kim@nyack.edu Website: http://all4jesus.net

2. I owe the content of this presentation to the class notes of Dr. Martin Sanders at Alliance Theological Seminary.

3. ORGANIZING STRUCTURE 1. Task of Coordinating efforts 2. The Two Structural Images of an Organization

4. TASK OF COORDINATING EFFORTS IN 3 AREAS • People • Tasks • Resources

5. MILITARY IMAGE 1) Primitive military thinking focused on sheer numbers, until the Roman Empire. 2) Since the time of the Roman legions, it has been understood that efficient deployment and utilization of troops was also important. MECHANICAL IMAGES Since the first public demonstration of Eli Whitney’s cotton gin in the mid 19th century, America had a new image available to think about effective or efficient organization – the machine. 2 STRUCTURAL IMAGES OF ORGANIZATION

6. IMAGES OF MILITARY STRUCTURING • Chain of command 명령계통 • Rank 계급 • Organizations as “strong” or “weak” • Training 훈련 • Regulations 규칙

7. IMAGES OF MECHANICAL STRUCTURING • Precision 정밀성 • Productivity 생산성 • Specialization of task 업무의 전문화 • Uniformity 획일화 • Operation 가동

8. INFLUENCES OF STRUCTURAL IMAGES: MAX WEBER • He observed parallels between the regiment of the military, the mechanization of industry and the need to coordinate efforts in an organization. • 군대조직과 산업혁명에 따른 기계화와 능률을 극대화시키려는 조직의 특성과의 유사성

9. WEBER’S VIEW 1. Bureaucracy = a “form of organization that emphasizes precision, speed, clarity, regularity, reliability, and efficiency.” 2. He believed that these were achieved through: (1) creation of a fixed division of tasks; (2) hierarchical supervision; and (3) detailed rules and regulations.

10. WEBER’S CRITICISM • He studied them as a sociologist and concluded that this approach had the capacity to mechanize, or routinize nearly aspect of human life, eroding human spirit and capacity for spontaneity.

11. APPLICATION OF THE STRUCTURAL IMAGES: CLASSICAL MANAGEMENT THEORISTS 1. Group of theorists who saw the potential for the above images in the area of practical management formed the foundation for many modern management techniques such as MBO (Management by objectives) and PPBS (Planning, Programming, Budgeting Systems). 2. Management stems from (1) Planning; (2) Organization; (3) Command; (4) Coordinating; and (5) Control.

12. “SCIENTIFIC MANAGEMENT” SYSTEM OF FREDERICK TAYLOR 1. He built it upon the works of classical management theorists. 2. He became known as the “enemy of the working man” and was called before a committee of the U.S. House of Representatives in 1911 to defend his system of management. 3. Principles of scientific management provided the foundation for work designs throughout the first half of the 20th century and prevail in many work situations still.

13. 5 SIMPLE PRINCIPLES OF TAYLOR 1. Shift all responsibility for the organization of work from the worker to the manager: • Manager thinks, worker implements. 2. Minimize the scope of work assigned to any one worker, and specify the precise manner in which the work should be done. 3. Select people who will best fit the task thus defined. 4. Train the worker to do the task efficiently. 5. Monitor worker performance.

14. LIMITATIONS OF THESE THEORIES 1. Mechanically structured organization are not designed for innovation Difficulty adapting to changing circumstances. 2. It reduces individual significance  Much of the apathy, carelessness, and lack of pride often encountered in modern organization. 3. The human potential of workers is not cultivated.