Organization and Management_theories Essay Example for Free

Organization and Management_theories Essay Organization is a complex and intricate framework whose nature, behavior, effects, consequences and incidents are broad and ambiguous. It is not automatically comprehensible and manageable as any person dealing with it remains uncertain of what the organization is all about. This is so simply because the behavior, conditions and status of the organization is contingent or dependent upon individual members. Hence, one must first have to determine the basic traits, behavior, disposition, aims, and positions of each member before one can truly have the rudimentary idea of an organization which could guide and lead towards its dealings for a better and more effective management policies. Managing an organization requires a basic framework, plan, strategy or principles on how the manager will deal to his or her subordinates. These framework, plan, strategy or principles should be possessed by the manager, and should be well defined with a sense of concreteness and direction, before he or she can deal with his or her subordinates. The success of the manager’s plan or the fulfillment of his or her objective is basically determined on how efficacious and sustaining is his methods of management towards the subordinates. The manager must devise and establish such a framework, plan, strategy or principles which would best fit to the basic structure and environment in which he is managing, and one that is acceptable, favorable and bearable by all subordinates. This paper concerns the need for a manager to have an instrumental and conceptual knowledge in everyday practice. This includes the assessments of various frameworks critically analyzing some management and organizational methods and theories that may be utilized and applied as a management policy. The manager may not contend only to use one method, but resort to various methods could before practical and efficacious in reaching for the intended output. The manager therefore, must possess a sound and rational discretion, this being the condition sine qua non, in order for him to make use of the various management theories and methods which he may deem fit, convenient and effective within the premises and circumstances of the establishment or enterprise which he or she is managing or dealing. Critique on the Classical Models The classical thinkers like Plato waxes some ideas though profoundly and abstractly laid down in his The Laws and The Republic. He advanced the idea that a leader must necessarily possess a general idea of everything to the extent that he or she must know the basic function of each unit in the community. Plato would suggest that managers must be acquainted to his or her subordinates, especially their strengths, talents, skills, ability and capacity so as he may designate and assign them to such a job where such subordinate or member of the community is best fitted and productive. The explicit theory of the one best way to organize is normally ascribed to the classical theorists, notably Frederick Taylor and Max Weber, but it is, as we have seen, much older, even if it then only concerned social organization. Taylor’s model sprang from factory production and Weber’s from the offices of public administration, but they had a lot in common—notably a reliance on standardization of work, control of quality, fine-grained division of labor, and a strict hierarchy. They both strongly believed that the organizational models they proposed would prevail and eventually supplant all others because they were the most efficient. Weber’s interest was not in organization per se, but in the role it played in politics and economics in general. His discussion of bureaucracy therefore centered on its legal and political ramifications, as well as its part in the general rationalization of society—a result of the growing hegemony of rational means-ends relations. Weber viewed bureaucracy as the epitome of this development, working with supreme efficiency, and believed it would supersede all other organization forms. In Weber’s eyes, this development was not necessarily in humanity’s interest—on the contrary, he saw in the efficiency of bureaucracy a frightening potential to lock us into an Iron Cage of machine-like existence. With Weber’s own definition of sociology in mind, it is difficult to understand how he could be so sure of the inevitable and total domination of a single organizational structure. In that definition, he bases sociology squarely on an understanding of individual action and interaction, based on individuals’ subjective understanding of their situation and the purpose of their own actions (Fivelsdal 1971). Supra-individual concepts such as structure, function, and system are rejected as causes. One should think that human variation would make room for more than one structural form, and at least that its grim advances could be blocked by a pervasive tendency among disgruntled individuals to choose (for subjective reasons) other solutions. Henri Fayol and later Luther Gulick and Lyndall Urwick emphasized formal authority and the role of direct supervision (Mintzberg 1979), but the spirit of their work was the same as Taylor’s. You might even say that they were not really presenting theories of organization at all, but recipes—indicating the best solution for every type of activity, just as Plato did in the meticulous details of The Laws. The early theorists’ belief in the existence of final, superior solutions and their inescapable triumph can be viewed as an expression of their times—of the rapid progress of science and technology; the immense success of the mass-producing factory, the general increase in rational attitudes; and a rather naive belief in the simpleness of human affairs and their resemblance to physical systems. Buckley (1967) has suggested that such theories represented a continuation of the Social Physics the central notion of which was that man was a physical object, a kind of advanced machine; that behavior and social relations were subject to natural laws of the same kind as the laws of physics; and that man and society could be analyzed and managed accordingly. In politics and history the Marxian visions of inevitable social transformations embodied much of the same spirit, even if the underlying analysis was more sophisticated. The belief in the rationality and inevitability of things was thus a reflection of the contemporary beliefs in progress and technology, and the notion of the one best solution also appeals to our natural thirst for simplification—a faith in a one best way is much more reassuring than the acknowledgment of a bewildering array of optional solutions. As such, this view lingers on today—both in the minds of managers and in the offerings of consultants. Implied in this view is a notion of technological determinism—if there is a one best way of organizing, there must also be a one best way to utilize any new tool. Such a one-to-one relationship between a tool and its optimal use means that the tool itself will, by necessity, have strong bearings on organizational design. It is quite obvious that Taylor included tools and machinery in his designs for factory organization, and that the properties of those tools and machines were important determinants for the design of jobs and the relationships between them. The connection may not seem just as plain when we look at Weber and his theories of bureaucracy—there do not seem to be so many tools in use. However, the most important organizational tool in history (at least before the computer) has probably been the art of writing, and Weber’s bureaucracy is explicitly based on written procedures and written information. In other words, if bureaucracy is the one best way to organize administrative work in a literate society, and it presupposes the use of writing, the properties of writing (as a tool) must be regarded as one of the most the most important determinants of bureaucratic organization—maybe even the most important. In Scott’s (1987) classification of theoretical schools, both scientific management and Weber’s theory of bureaucracy are closed, rational system models. They presuppose that organizational actors are fully rational in all their decisions, that they always strive to achieve the organization’s expressed goals, and that the structure and functions of an organization are independent of its environment. Simon’s Bounded Rationality In the development of organization theory, the belief in the one best way and the closed, rational model of organizations (Scott 1987) gradually came under attack after World War II. One of the early attackers was Herbert A. Simon, who developed a new theory of decision making, opposing the reigning concept of unbounded rationality in organizational and economic matters. Simon attacked both the economists’ image of economic man and the rational manager of the earlier management theorists. Although he seemed to accept the notion that there was an objective, theoretical best way in a given set of circumstances, he denied the possibility of finding this solution in practice. Simon’s great common-sense realization was that humans operate with limited information and wits in an exceedingly complex world, and that they have no choice but to simplify, to operate with a bounded rationality, to satisfice—not maximize. The basic realization of an objective best way is not a practical possibility, even if it may exist in theory. The objective, practical goal of organizational members is therefore never to find the optimal solution (even if they may think so themselves), but to find one that is good enough for their ends—which usually also means good enough for the organization to survive. It also follows that there must be many such solutions, and that different people and different organizations will more often than not choose different solutions. Scott (1987) also classifies the theory presented in Administrative Behavior as belonging to the closed, rational system model. This seems a bit unjust, since several passages in the book discuss interactions with the environment (for instance, the discussions in Chapter VI, The Equilibrium of the Organization) and fully document that Simon does not believe that an organization is an island to itself. However, the theory of decision making that is developed in the book largely treats organizational decisions as something internal to the organization, and this may perhaps merit Scott’s classification. Because the environmental connection is more pronounced in the book coauthored with March (March and Simon 1958), the theory presented there is classified by Scott as belonging to the open, rational system models. These models represent organizations as predominantly rational systems, but they recognize that organizations are continuously dependent on exchanges with their environment and must adapt to it to survive. Transaction Costs Analysis Another approach in the open, rational systems category is the transaction cost analysis developed by Williamson. However, Williamson’s interest in organizational structure centers on questions of organization size and the degree of vertical integration. He argues that the cost of exchanging goods or services between people, departments, or organizations will decide whether or not a function will be incorporated into the organization. The primeval, natural state of business activities can be seen as a situation with individual producers exchanging goods and services through the market. If markets or tasks (or both) grow so complex that the cognitive limits of the producers become overloaded or if the transaction costs increase for other reasons, there will be a pressure to increase the level of organization in order to overcome these difficulties. Applied on the current situation, this implies that existing organizations will try to internalize transactions if they believe they can execute them more efficiently than the market or if they become so complex that market-based solutions become intractable. For instance, an auto manufacturer will develop or buy its own dealer network if it believes it can sell more cars or fetch a bigger profit that way; an aluminum producer will buy into bauxite mines if it believes that this will shield it from dangerous price fluctuations. Technology has a part in transaction theory insofar as it changes transaction costs in the market, inside the organizations, or both. Since information technology has a great potential for changing the conditions for coordination—both within and between organizations, it should be of great interest to the transaction cost perspective. The Several Best Ways: The Human Relations Movement The human relations school brought the individual and the social relations between individuals into focus. People in organizations were no longer seen only—not even mainly—as rational beings working to achieve the goals of the organization. It was discovered that they were just as much driven by feelings, sentiments, and their own particular interests—which could be quite different from what classical theory presupposed. Moreover, the new studies also showed that there was an informal structure in every organization, growing from the unofficial contacts people in the organization had with each other. This informal structure could be just as important as the formal one for predicting the outcome of decision-making processes—sometimes even more important. There were a number of main themes investigated by the different approaches within the human relations school, and most of them are still actively pursued by researchers. The most basic is the insistence on the importance of individual characteristics and behaviors in understanding organizational behavior. This easily leads to an interest in the effects of different leadership styles, as well as in the effects of race, class, and cultural background. Formalization in work is strongly repudiated on the grounds that it is detrimental to both worker commitment and psychological well-being, and participative management, job enlargement, or, at least, job rotation is prescribed. In fact, human relations theorists have always been eager to promote changes in organizations to produce what they see as more humane work places, and they claim that the less formal, more participative organization will also be the most productive. It is not unreasonable, therefore, to criticize at least the most ardent proponents of these views for prescribing one best way solutions just as much as the classical theorists (Mohr 1971). With their emphasis on humans and their psychological and social properties, the human relations theorists were not especially interested in tools and technology except as a source of repressive formalization. However, even if we might say that they inherited a belief in optimal solutions from the classical theorists, their theories implied that it was human needs and qualities, and not technology, that dictated the optimal organizational forms. In other words, it was in their view possible to design and operate organizations principally on the basis of human characteristics, and thus thwart what others viewed as technological imperatives. Woodward Among the new research projects were Woodward’s pathbreaking studies of a number of manufacturing companies in the southeast of England in the 1950s (Mintzberg 1979, Clegg 1990), in which she showed how three basic production technologies strongly correlated with a corresponding number of organization structures: Bureaucratization increased as one went from unit or small batch production via large batch or mass production to continuous-process production. First, this discovery led to renewed faith in technological determinism: there now seemed to be not one best way to organize, but rather a best way for each class of production technology—in Woodward’s case, unit production, mass production, and process industry. The Multitude of Ways: Sociotechnics In England a group of researchers developed a distinct framework, which in addition to action approach, they also proposed that the distinguishing feature of organizations is that they are both social and technical systems (Scott 1987, p. 108). The core of the organization represented, so to speak, an interface between a technical system and a human (social) system. This implied that, in order to achieve maximum performance in an organization, it did not suffice to optimize only the technical or the social system, nor to search for the best match between existing technological and organizational elements. The goal should be a joint optimization of the two—creating a synergy that yielded more than could be achieved simply by adding the two together. Their preferred organizational solutions emphasized co-determination, internalized regulation, and workgroup autonomy. They also discovered that changes at the workgroup level did not survive for long without compatible changes in the overlying structures—a discovery that was also made in a series of experiments with autonomous workgroups in Norwegian industry in the 1960s, inspired by the Tavistock group and directed by the newly founded Work Research Institute in Oslo (Thorsrud and Emery 1970). During their projects they also learned that the environment impinged on intra-organizational activities to a much larger degree than they had anticipated. Sociotechnics, for me is here taking a position that is particularly relevant for information technology, even if sociotechnics was established as a theoretical framework before computers started to make themselves felt to any significant degree. When working with information technology in organizations, it is of utmost importance to be aware of the intimate interdependence between the computer-based systems, the individuals using them, the manual routines, and the organizational structure. Any serious attempt to optimize the use of information technology must acknowledge this reciprocity. It is therefore quite remarkable that sociotechnical theory has remained so much out of fashion for the last decade, just the period when the use of computers has really exploded. One reason may be the general lack of interest in information technology that has plagued the social sciences overall; another is that those who were interested within the sociotechnical tradition tended to be drawn toward research on the cognitive aspects of computer use, especially the (literal) user interfaces of computer systems, neglecting the overlying question of the broader interaction of humans and computer systems in structural terms.

How to Sell A Website :: Sell Websites Buy Websites

How to Sell A Website Reprinted with permission of VotanWeb.com It is a joyous time when you are ready to sell your website. While you will be fraught with questions and unknown variables when ultimately you decide to sell your website it can be like winning a jackpot and a big change to your life. You might have been building your web business for years, consistently working on it day after day and night after night. When it finally sells you get a (hopefully) big cash injection and move on to new projects feeling renewed and excited about your future prospects. But before this can happen you have to make the sale, which in and of itself is a tricky task. I sold a website back in 2004 and at the time it was a pretty big deal for me. I had built the site for a hobby in 1998. The funny thing was I didn’t really think about selling my site because it was making money so consistently. It had become so routine that it was just part of my life. One day it dawned on me - Why can’t I sell it? It produces revenue so has a value - let’s give it a go! I really wanted to move on to other projects and just the idea of not having to look after the site was a huge relief - I knew selling it was the right thing to do. But how on earth do you sell a website? How To Sell A Website I’m going to recount the processes I went through to sell my site. By no means should you consider what I did as hard and fast rules but they should give you some guidelines. Remember that there are many ways you can go about the process and you should explore all your options before deciding to sell. How Much Is Your Site Worth? Your site is worth as much as someone is willing to give you for it. Simple answer really. I know, that doesn’t help when you go out advertising a site for sale and everyone is asking how much you want for it and you don’t know what to say. You don’t want to undercut yourself especially after years of hard work, but then again, you are selling a website - virtual property - it just seems a little bit strange doesn’t it.

A Detailed Description of the Kipande House Essay

Hope, a word used all too commonly but not defined very clearly. When someone hopes for something, they wish for it, but they have some idea that their wish might happen. Many things have been accomplished because of hope, people resort to hope when they have nothing else to go to. People hope their mother’s gets better, people hope they get the Job, they hope for many things and do not even realize that they make these things happen. People are hope, they determine the outcome of their wishes most of the time, they Just have to go out and do something. There are any things that go along with the word hope, most people think of hope as a wish, but this is far away from the actual truth. People might say â€Å"l hope everything is fine† or â€Å"l hope I get this car†, but for these things to happen, a person needs to do something serious about it. In most cases the person who is hoping for something actually goes and does something to his situation. For example, I hope my brother gets an excellent GPA, so to help the situation I try and tell him at least once a day to work hard, also if he crosses any difficulties he can depend on me. In many ways such as that where I gave my prime example, it would be one of the ways in which I can influence what I hope would happen. Sometimes things may take a while or they may not even get a chance to have time pass by them, but I am actively trying to always influence the outcome, whether or not everything goes the way I want. A lot of people knew how to use hope in their favor. They had only one choice, and this choice was to take the path of hard work where hope was its fuel that makes it run. There is no one better to give an example for rather than Oprah Winfrey. In the long days when her mother was absent from the inner city apartment, young Oprah was molested by her male relatives. Her abuse lasted till she was 13 years old. She began her professional life at the age of 17. After hard work in the field of media and entertainment, Oprah Winfrey began a new show called â€Å"The Oprah Winfrey Show’; which has captured the hearts of millions in the North American continent and the entire world. The Oprah Winfrey Show had its special theme. This show helped in employing people and bringing out sensational stories to the viewers so that the eople could learn and gain pure morals from these stories which are real and happen in our daily life. Oprah’s persistent character made the regular citizens voices reach the governments brain so that the government could find a way to solve the citizen’s problems. Oprah also is a native in the field of public and worldwide services. She has contributed with all she had so that she could revive the concept of â€Å"hope† in the souls of those who really need it, and that was the secret of Oprah’s success. Oprah is a true example of hope in the era we are living in. The word hope paints a different picture in every persons mind. A lot of people think of angels and messengers but I think of people working hard and giving effort on something and then depending on the angels and gods will to fall on it. There are also many meanings people think of when the word hope is said like promise, trust, faith etc. People look for hope in times of despair, but in times of despair they also work hard to finish what they were hoping for. That is why the only meaning that best suits the word hope is effort or hard work. In the end we can finally reach to a point that hope â€Å"treasure† of hope. Hope is viewed as the battery for the spirit, but hope is not the hing that gives people this feeling, it is also the people around you and the community that you live in. The people are they who create the sense of â€Å"hope† by encouraging you to work hard and give effort in the task you have, or the project you are obliged to do, and even with doing your home work. Hope is also seen as a child because this child will grow up to do things to help others and help spread the right- of-hope, even if it was in a simple or a massive way. In my opinion, I see that hope is a Holy right that should be available at any time to who deserves it. We live in a world hat was created with laws and orders so that people could have their rights equally. Hope is the golden key that truly opens the gate for a better life. A Detailed Description of the Kipande House By Charity-Nyange Kipande house. It is a colonial architecture building that was built in the early 1900. It was designed by gurdit Singh and was the tallest building in Kenya before city hall was built in 1935. The building has a clock tower that is 65ft high and is a one storey affair. It is located on Kenyatta avenue opposite GPO, general post office building and currently ouses the Kenya commercial bank KCB as do other colonial style buildings on Kenyatta avenue. It is made of grey building rock with a beautiful hand dressed finish which allows it to have sharp defined edges. It has an arc above the main door and the two windows next to it while other windows are rectangular. The labour for this was provided by slaves in Kenya. Historically, this building as the name suggests was where Kenyans went to get their Identity cards. Culturally, the kipande played a very important role in the Kenyan man’s life and history. This building that still stands eminds us of our not so pleasant past and sheds light on the progress we have made as a people since independence. There’s no more slavery. For some, however, it reminds them ofa horrible past. In my opinion, the building is beautiful. In its form, I see a use of line that is magnificent. There are curves, arch’s around the door and windows and also as the clock tower begins. From its structure we can see shadows and highlights depending on where the light falls. The colour of the building, grey gives it a sense of age and antiquity. It is unique. Its edges are interesting. The in and ut placement of the bricks gives it a beautiful finish. My conclusion is that this building was built to last. It has stood for a century and does not wield a single crack. I recommend that architects today design buildings that can stand the test of time. Jommo Kenyatta statue. It is an intricate double life-size, 12ft seated statue of president Jommo Kenyatte in 1969 with every detailed aspect to a birthmark on the presidents face and his trademark peep toe sandals. It was sculpted by James Butler and unveiled in 1973 when the Kenya international conference centre was opened to mark 10 years of independence.

Walt Disney s Life For His Dreams - 1396 Words

â€Å"A world without Disneyland? It would feel so empty† (Channel, Screen 1). Well we can thank Walt Disney for discovering Disneyland and all the other magical things he created. Walt Disney is the creator of Mickey Mouse and the other famous cartoons produced by Walt Disney Studios. Walt Disney devoted his life to making others smile without giving up after all the setbacks throughout his life and company. It’s important to know the history of the man and his partners who was all behind the making of the unforgettable Walt Disney Studios, Disneyland and the characters he created. Walt Disney dedicated his life for his dreams to come true. Walt Disney was born in Chicago, IL on December 5, 1901. His parents were Elias and Flora Disney. Disney was one out of five children, he had three brothers Hebert, Raymond, and Roy and one sister name Ruth Disney. When Walt was four is he and his family move to a farm in Marceline, Missouri where it all began with his drawings. The farm failed causing the Disney family to move to Kansas City, MO which two of Walt brothers Hebert and Raymond didn’t like, so they ran way. In Kansas, Walt helped his father with his paper route and that’s when he became fascinated with entertainment and movies. At school in Kansas, where Walt met Walter Pfeiffer who introduced Walt to the world of motion pictures. Walt spent time with Walter on his spare time rather than being at home and later on attending courses at the Kansas City Art Institute on Saturdays.Show MoreRelatedWalt Disney, a Brief Biography Essay1203 Words   |  5 Pages Walt Disney once said, â€Å"All of our dreams can come true if we have the courage to pursue them.† One man’s dream changed the world. Walt Disney is known worldwide for his ingenuity and creativity. He is also recognized for one of the biggest corporations worldwide. So what has made him stand out? 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