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Organization
Management
Organizational Principles andPolice Agency Management
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Organization
collectivity of elements with arelatively identifiable boundary,
a normative order (rules) ranksof authority (hierarchy),communications systems, and
membership coordinatingsystems (procedures)
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Organization (cont)
this collectivity exists on a relativelycontinuous basis, in an environment,
and engages in activities that areusually related to a set of goals; theactivities have outcomes for
organizational members, for theorganization itself, and for society
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Management
the achievement of goals through the
use of resources and activities - theways in which the processes occurwithin the structure - often used torefer to private-sector organizations
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Administration
often used to refer to public-sectororganizations
Also referred to as the process ofPOSDCoRB
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Organizational Structure
the distributions, along various lines,of people among social positions thatinfluence the role relations amongthese people
a complex medium of control which iscontinually produced and recreated ininteraction and yet shapes thatinteraction
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POSDCoRB
Planning
Organizing
Staffing Directing
Coordinating
Reporting Budgeting
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Structural Dimensions
Complexity
Horizontal differentiation
Vertical differentiation
Geographical dispersion
Formalization
Centralization
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Contextual Explanations
Size
Technology
Internal Culture
The Environment
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Organizational Processes
Power - capacity to control the behavior ofothersAuthority Influence
Leadership - ability, based on the personalqualities of the leader, to elicit the followersvoluntary compliance in a broad range ofmatters.
Decision-making - making a choice from amonga set of options Strategic - those made at or near thetopof the
organization
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Organizational Processes (cont)
Communications - transfer ofinformation from one person to anotherwith the purpose of affecting behavior
Change - differences over time
Life cycle - constant shifting of interestsand conditions
Developmental - planned actions directedat achieving selected out
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Bureaucracy (Weber)
division of labor
specialization of function
well-defined hierarchy of authority system of rules, regulations & procedures
impersonality
selection/promotion based on technicalcompetence
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Organizational Principles
Classical Organizational Theory
Theory X
Human Relations Theory
Theory Y
Systems Theory
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Classical Theory (X)
Hierarchy
Specialization
Procedural Guidelines Formalization
Position based authority
Expertise based Employees economically motivated
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Classical Theory (cont)
Communities began to question policeperformance and practices in a number of areas(community relations, effectively deal withproblems not just respond to calls, etc.)
Police began to question the quasi-militaryorganizational structure and its repressiveconsequences on everyday life.
Employees and employee organizations haveinfluenced organizational views of classicalorganizational theory
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Principles of ClassicalOrganizational Theory
The organization follows the principle ofhierarchy; each lower office is underthe control and supervision of a higherone.
Specialization or division of labor existswhereby individuals are assigned alimited number of job tasks and
responsibilities. Official policies and procedures guide
the activities of the organization.
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Classical Theory (cont)
Administrative acts, decisions, andrules are recorded in writing.
Authority within the organization isassociated with ones position.
Candidates are appointed on thebasis of their qualifications, andtraining is a necessary part of theselection process.
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Theory X Management is responsible for organizing the elements of productive
enterprise. With respect to people, this is a process of directing their efforts,
motivating them, controlling their actions, and modifying their behavior
to fit the needs of the organization.
Without this active intervention by management, people would be
passiveeven resistantto organizational needs. The average man is, by nature, indolenthe works as little as possible.
He lacks ambition, dislikes responsibility, prefers to be led.
He is inherently self-centered, indifferent to organizational needs.
He is, by nature, resistant to change.
He is gullible, not very bright (1960:5-6).
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Human Relations (Y)
Hawthorne Studies Management - organize elements of enterprise People not passive or resistant - learned this
behavior Motivation, potential for development, capacity
for assuming responsibility, direct behaviortoward organizational goals all present
Task of manager to arrange conditions and
methods so mutual goal accomplishmentpossible
Maslows Hierarchy of Needs
l
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MaslowsHierarchy of Needs
Self-Actualization
Esteem
Social
Security
Psychological
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Participative Management
Vertical Staff Meetings
Problem-Solving Groups
Quality Circles
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Theory Y
Management is responsible fororganizing the elements of productive
enterprise.
People are not passive or resistant toorganizational needs. They have
become so as a result of experience in
organizations.
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Theory Y (cont)
The motivation, the potential for development,
the capacity for assuming responsibility, the
readiness to direct behavior toward
organizational goals, are all present in people.
The essential task of management is to arrange
organizational conditions and methods of
operations so that people can best achieve theirown goals by directing their own efforts toward
organizational objectives. (1960:15).
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Systems Theory
Organizations exist in an environment -social, cultural, technological
Organizations are complex sets ofunitsthat must be coordinated, maintained andcontrolled
Attention is paid to intra and inter-systemlinkages
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System Theories
MBO
Contingency Management
TQM
Culture Customers
Counting
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