BA 5201 Organization and Management Organizational technology Instructor: Ça ğ rı Topal 1.
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Transcript of BA 5201 Organization and Management Organizational technology Instructor: Ça ğ rı Topal 1.
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BA 5201Organization and Management
Organizational technology
Instructor: Çağrı Topal
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TechnologyThe work performed by an organizationThe knowledge, tools, machines,
information, skills, and materials used to complete tasks within organizations as well as the nature of the outputs of the organization
The way an organization uses resources to produce products and services
Not only the machinery but also the method
Associated with organizational structure
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Levels of technologyOrganizational-level or core
technologyWork unit or departmental
technologyInterdependent relationships
between work units or departments
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Organizational-level technologyWoodward's classificationTechnical complexity criterion
Unit or small batch technologyMass or large batch technologyContinuous process or flow
technology
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Woodward's classificationUnit or small batch technologyA few units at a timeCustomized productionLittle stockpilingLabor intensiveCustom tailor shopOrganic structureCoordination with customization
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Woodward's classificationMass or large batch technologyMany units of the same or similar
productModerate capital and labor intensityUndifferentiated outputStockpiling possibleClothingMechanistic/bureaucratic structureCoordination with standardization
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Woodward's classificationContinuous process/flow technologyContinuous productionCapital intensiveStandardized production and outputDirect labor involvement is little
labor involvementBreweriesOrganic structureCoordination with
professionalization
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Hull and Collins’ classificationTechnical batch technologyHigh knowledge complexity and small
scale operationsGeneral-purpose computer controlled
and automated capital equipmentProfessional and technical experts,
and skilled and semi-skilled operatorsOrganic-professional adhocracyHigh research and development, and
innovative activityAerospace electronics
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Hull and Collins’ classificationTraditional batch technologyLow knowledge complexity and
small scale operationsGeneral-purpose non-automated
capital equipmentSkilled or unskilled operatorsSimple traditional craft structureLow research and development, and
innovative activityDressmaking
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Hull and Collins’ classificationContinuous process technologyHigh knowledge complexity and large
scale operationsAutomated and integrated, and
sometimes computer controlled capital equipment
Skilled operators and a large number of engineers
Professional bureaucracyMedium to high research and
development, and innovative activityPetrochemical plant
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Hull and Collins’ classificationMass production technologyLow knowledge complexity and large
scale operationsAutomated, repeat-cycle, and
sequential capital equipmentSemi-skilled operators and a small
number of engineersMechanistic-bureaucratic or machine
bureaucracyLow to medium research and
development, and innovative activityCarburetor assembly
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Service as a core technologyIntangibilityCustomizationCustomer participationSimultaneous production and consumptionLabor intensity
Low workflow integration and organic structure• Low level of automation• Flexible workflow• Unclear and subjective evaluation measures
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Work unit or department technologyDimensionsTask variety•Many or few exceptions• A large or small number of unrelated tasks and unexpected events• Various or limited raw materials• Flexibility or inflexibility
Task analyzability• Readily available or unavailable information• Standardized and programmed or ambiguous and complex
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Work unit or department technologyCategories-craft technologyLow variety and low analyzabilityMostly organic structureModerate formalization and
centralizationExperienced workers with moderate
specializationModerate span of supervisory controlHorizontal communicationTest chefs and degustatorsSomewhat flexible control and
coordination
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Work unit or department technologyCategories-routine technologyLow variety and high analyzabilityMechanistic structureHigh formalization and
centralizationLow skill and narrow specializationWide span of supervisory controlLittle vertical communicationMaintenance and clerical jobsClose control
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Work unit or department technologyCategories-engineering technologyHigh variety and high analyzabilityMostly mechanistic structureModerate formalization and
centralizationFormal training and moderate
specializationModerate span of supervisory controlVertical and horizontal communicationAccounting and legal research jobsSomewhat close control and
coordination
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Work unit or department technologyCategories-non-routine technologyHigh variety and low analyzabilityOrganic structureLow formalization and centralizationHighly trained and experienced
workers and generalistsSmall span of supervisory controlExtensive horizontal communicationStrategic planners and top
managementFlexible coordination
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Interdependent relationshipsThompson's frameworkInterdependence and coordinationHow much does one unit or
department depend on another to complete work?
What is the nature of that interdependence?
How can we achieve the necessary coordination?
Mediating technologyLong-linked technologyIntensive technology
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Thompson's frameworkMediating technologyBringing together individuals,
departments, or organizations with complementary needs
Standard operating procedures and manuals
Low need for communication and coordination
Low horizontal communicationNo need to locate different units closelyPooled interdependenceRelatively independent units
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Thompson's frameworkLong-linked technologyProceeding in a serial or step-wise
fashionSteps in sequential orderInterdependent units close or
adjacent to one anotherCommunication channels between
unitsScheduled tasksSequential interdependenceRelatively dependent units
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Thompson's frameworkIntensive technologyInvolving situations in which the
outputs of one individual, unit, or department become the inputs of another individual, unit, or department
Different skills, techniques, and methods brought together to accomplish a specific purpose
Units located together to facilitate communication and mutual adjustment
Reciprocal interdependenceInterdependent units
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Task/job design and technologyFitting people to jobsJobs nearly inflexiblePeople flexiblePeople selected and trainedConducive to job specialization and
assembly-line operations
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Task/job design and technologyFitting jobs to peopleAvailable labor force over
technologyTechnology and jobs consistent with
available skills and abilitiesJob redesign and job enrichmentCreating more challenging and
motivating jobs
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Task/job design and technologySocio-technical systemsCombining the first and second
approachesQualities of individual employees,
technologies, and relations between the two
Design of tools, equipment, and process depending on human aspects and adaptation