Lecture 5 Organization Management

8/22/2019 Lecture 5 Organization Management

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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

Documents

Lecture 5 Organization Management