Boundary Setting and Boundary Spanning

صفحه 1:
میسن ۲و عصولمیما لو ۲ .4 ما مس مس سب هس سس مت ۱۱۳ ‎s OiPRicuties to deterwiue the boundaries oF orxproizeivas‏ = Orqanizaicas depeed oo ued ore peurtraied by their eevirrereuis. = Ore und wore oryuatzaie oe subsanved vader broader sovtdl ‏ای‎ ‏أن‎ bourdares Pluctiaie over tre respoediery ty the ‏سس میس‎ ۰ QOeticiay the ‏تمه اه عوول مه‎ = vers: why 5 ond who & wt reyorded wo wewber. = Gord rektiogs: Ortors ore wolved fo social rebaicas oF a speviic ype. (e.4., ‏اه رصم‎ toteractioa) ‏عب‎ rtuvtes: (Dx iecdvidual wil perPorwn dP ered uctviies os they cross a ‏لها ام‎ 1 

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4. The socid bourdartes oP ‏میسن‎ (©) Revrunved orterta Q. Qutocd sypstew upprowhkes راما همه 9 نموه عولمنو) 8 ‎OP Pitts should be oppoicied by Pree ovotrant uccordrag to their‏ لي ‏اوه ججلا لجه وروی راومه اه وانوه شاوی و۳ ۰ ‎social‏ اه ۴ه ‎provess ts retotively Pree Proce the toPlueuce‏ ‎uorroryedizaived characteristics.‏ وه له 

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4. The socid bourdartes oP ‏میسن‎ (©) Revrunved orterta Q. Oeturchopes sypstew upprowhkes : Ornprizeivcd porivipsas possess wutiple sovid idetiies (e-y., roe, yeuter, suvid cass, ood age). ۰ QConivipodis are recruited unt voy becouse they ‏اه‎ to youl ‏تمعن‎ ond ePPevivedrss oP oryecizeives, but beotuse they possess ‏توت و‎ chocuneristivs that ore valuable to the survivd pF oryqanizaivos. ۰ 1 ۶ ‏و و موه‎ recruit the "right porticipsats, Por syobolic pousiderdives us well as Por teckoicd ood Puccio powsiderdives (e.y., ceriPied trackers, imeused uckvivistiraiors, verified public urvuctacts, Piz.) 3 

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میسن ۲و عصولمیما لو ۲ .4 اه نوی همه له شحو لو (9) ] ‏ی و‎ tal equ ct (Overburecurratization) (Webureaucratizatios) Dke ooottowse oF pryucizaizcd avoid pver poririzcats ۰ Ot vee eed oF the ‏یی‎ oP ‏شمه ,ماه اوه‎ ure highly tasuhoted Proc ‏ای له موی اوه وا‎ exceed burrourraic work arogeweuts (over burrcucrcizaiva). ۰ Qt the vier ead oP the pooticuuc oP sovid eau, ‏و ات‎ highly ‏لومشم او وا و للم‎ fohes core of their portivipodts' social weeds oad ideutties (de- borraurraizaiva). 4 

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4. ۲ ‏عوط میسن ۲و عصولمیما لو‎ )6( ‏لیس لته لو او هرا‎ ۶ ‏موه موه وووام و۳‎ = workers wove Preely Brow job to ob ued Pir tp Pic. ‏سم وی و۲ مت‎ woverced by pressures ‏سا توت ها ام لت‎ Pa between ther chile oad he requireweuis of their job, oad between their produniviy cad their earciee py. : bubor ued fosttuiccd exoarcwists IePorwaios, opportuciies, wobiiy, cod rewards ‏اتمه و‎ structured oad shaped by varying pocupaiccd, iodusiry, ced prqucizatiocal ‏تسه‎ ‎۰ Overiager ond Piore (IPC) dePiced ‏دجام‎ hibor warkets os hose wikia “oo odvicistiraive ‏رای‎ suck os o ‏رهطم‎ plaa, wile Wwhick ihe ‏خن مشاه اجه پم‎ labor i xpverced by a set of uckviisiraive rubs und provedees.” 5 

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4. ۲ ‏عوط میسن ۲و عصولمیما لو‎ )( ‏لس تن لت وت ولا‎ : he hey elewecis oP ioterca haber warkets ore = Q) a ckster oP jpby that — (0) we ‏ما اه اتسوا‎ oe or wore ‏قوس لها‎ 1 progressing int chile or hoowledye, ‏اجه‎ ira — (0) ie hide o Pew euiry ports uf the lower levels cocoevieny thew wily wiler, exterod lobor warkets ((Dikouwer ond (Celebery, (901). ۰ he use of ‏اوه‎ fabor worket of ‏و ما و‎ vor sirdteqy Por exervisiay inoreused pour over its sovidt ‏مورا‎ 

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4. ۲ ‏عوط میسن ۲و عصولمیما لو‎ )6( ‏لیس لته لو او هرا‎ 4. ۵ ‏مرو‎ upprowhes 8 ‏سول اوه‎ warkets ure oreoted due to the speviPiviy oF hue Users. = Dke wore odd deeper spevidized ‏واه و‎ ore i he view oP a spenPie peopboyer (orptzuiva), the wore depended is tho ewpboyer oa tral ewopbyer, = Phe oryaoizaiog opus 9 "protienive ‏ممصا مه - "وبقاصصات جمد وني‎ fibre speared =p preter ‏موه مه مرو بط‎ rt. ۰ eters fobor werkets coo be ‏تا و( نموت و رو‎ ewplopers wore Puy ood Pires) witic the ‏جه خام ولمم‎ ‏متام‎ thoc is the cose wits exter ‏وی و‎ 

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عوط میسن ۲و عصولمیما لو ۲ .4 لیس لته لو او هرا (6) ۵. )1( ‏مرو ىه‎ upprowhkes 3 Qondtsts view ‏الا تمه لجلم عه وه وه لوا‎ Poster uo dovile stutus crieutaiva ood discourage workers Prow ‏سا رات‎ pouver ferphcit to their shill ond thereby reduce the tkethood oF worhice-chiss ovkesiva (Bava, JOOP). : )27 ‏رل‎ ۲ tesifuicod teprists, voce suck structures hove beew Dreded io the wore odveuved pryasizeives, they ure picked uz ‏كعمد‎ prowoted by proPessivod persvocel oPPivers us beter Dowsistedt wits the proviples oP woderd huwod resvurves SARE WET. 

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عوط میسن ۲و عصولمیما لو ۲ .4 لیس لته لو او هرا (6) تلو .0۵ ۰ Reduced location, tewopord, ved udketatstruive utackwecs of workers (PPefPer un Bava, )1966( ۰ Lubor — io paricuhar, ‏وه بو وه مار ورن‎ to the pore ‏وی(‎ of the oryucizeivas — is bevowiegy wore peripherd od Bueu exterod to the oryacizaives. Io cooteast, vesiors — espevily key stockholders — ure beiay ‏و له موس‎ Puy int Pirxos. 

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۰۱, ‏سوه اه بجزه()‎ )0( ۰ 8۴وبمب ‏و‎ ‎8 ‏ون‎ ‎Orqnnizaioas classy tapus bePore tereritay thew tis te tevhoiod core. 1 ‏طلست‎ ‏یاه م0‎ oad kok ‏بو وی تنم‎ prockots oad hereby vocal the roe huh ‏مه لو مه و‎ the teckucd pore pr pupue relewed to the warket. 8 Levels Level ‏بو تمد و‎ & wa uiewp by te oryenizdioa to reduce Puckratoce to tie tpt Dr Dipl PUTS. ‘ CPorevwing ‏ماه جات تا زا بش0 عد‎ 1 suppl ‏لت لته لمدصجل عن‎ ley! hop ‏ص و‎ 5 Odhstoy sod oe Orqreizuiowy qrow pr ‏هط ها زوم واه‎ the ‏و له‎ 10 

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mm the tworpordion oF represeuives oP exterod yvups toe te device ‏اه من اه ماه وله و پل‎ همم سم مت ۱ 8 ۴ Crocyo dices 5 ‏لول‎ vectures وه ۴ یی $ 11 سصست مه روت )۱ ل 

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4M). Quercy testtuiccd ewirvavedis )0( ‏تحص و مب(‎ ۶ ‏بلس ساسیاس6‎ 8 Oevouphay = ‏وا اجه تال‎ devouple thetr worwulve pr presvripive siruhee Prow ther pperaicad structure pr wives. )6( Oridgey strdeder ۶ ‏ری لبون‎ 

Boundary Setting and Boundary Spanning I. The social boundaries of organizations (1) Determining organizational boundaries • Difficulties to determine the boundaries of organizations – – – • Organizations depend on and are penetrated by their environments. More and more organizations are subsumed under broader social structures. Organizational boundaries fluctuate over time responding to the environmental changes. Defining the boundaries of organizations – – – Actors: who is and who is not regarded as a member. Social relations: Actors are involved in social relations of a specific type. (e.g., frequency of interaction) Activities: An individual will perform different activities as they cross an organizational boundary. 1 Boundary Setting and Boundary Spanning I. The social boundaries of organizations (2) Recruitment criteria A. Rational system approaches • Boundaries contribute to organizational rationality. • Officials should be appointed by free contract according to their technical qualifications. • The selection criteria are organizationally relevant and the selection process is relatively free from the influence of other social affiliations or non-organizational characteristics. 2 Boundary Setting and Boundary Spanning I. The social boundaries of organizations (2) Recruitment criteria B. Natural-open system approaches • Organizational participants possess multiple social identities (e.g., race, gender, social class, and age). • Participants are recruited not only because they contribute to goal attainment and effectiveness of organizations, but because they possess extra-organizational characteristics that are valuable to the survival of organizations. • It is also important to recruit the "right" participants, for symbolic considerations as well as for technical and functional considerations (e.g., certified teachers, licensed administrators, certified public accountants, etc.) 3 Boundary Setting and Boundary Spanning I. The social boundaries of organizations (3) Social insulation and social engulfment So ci al i n sul a t i o n (Ove rb ure a ucra t i za t i on ) So ci al eng ul fmen t (De bure a u cra t i za t i o n) The continuum of organizational control over participants • At one end of the continuum of social insulation, organizations are highly insulated from their social environments and maintain exceedingly bureaucratic work arrangements (overbureaucratization). • At the other end of the continuum of social engulfment, organizations are highly involved in their social environments, and takes care of their participants' social needs and identities (debureaucratization). 4 Boundary Setting and Boundary Spanning I. The social boundaries of organizations (4) Labor markets and organizational boundaries • The classic economic assumptions – – • workers move freely from job to job and firm to firm. This is a process governed by pressures and principles to maximize the fit between their skills and the requirements of their job, and between their productivity and their earnings. Labor and institutional economists – • Information, opportunities, mobility, and rewards are differentially structured and shaped by varying occupational, industry, and organizational arrangements Doeringer and Piore (1972) defined – internal labor markets as those within "an administrative unit, such as a manufacturing plant, within which the pricing and allocation of labor is 5 governed by a set of administrative rules and procedures." Boundary Setting and Boundary Spanning I. The social boundaries of organizations (4) Labor markets and organizational boundaries • The key elements of internal labor markets are – – – • (1) a cluster of jobs that (2) are hierarchically structured into one or more job ladders representing a progression in skills or knowledge, and that (3) include a few entry ports at the lower levels connecting them with wider, external labor markets (Althauser and Kelleberg, 1981). The use of internal labor market of a firm represents one strategy for exercising increased control over its social boundaries. 6 Boundary Setting and Boundary Spanning I. The social boundaries of organizations (4) Labor markets and organizational boundaries A. Rational system approaches • Internal labor markets are created due to the specificity of human assets. – – • The more and deeper specialized one's skills are in the view of a specific employer (organization), the more dependent is that employer on that employee. The organization create a "protective governance structure" – an internal labor market -- to protect the company specific human assets. Internal labor markets can be viewed as mechanisms for brining employees more fully and firmly within the boundaries of an organization than is the case with external labor markets. 7 Boundary Setting and Boundary Spanning I. The social boundaries of organizations (4) Labor markets and organizational boundaries B. Natural-open system approaches • Marxists view internal labor markets as graded hierarchies that foster a docile status orientation and discourage workers from utilizing the power implicit in their skills and thereby reduce the likelihood of working-class cohesion (Baron, 1984). • According to institutional theorists, once such structures have been created in the more advanced organizations, they are picked up and promoted by professional personnel officers as being consistent with the principles of modern human resources management. 8 Boundary Setting and Boundary Spanning I. The social boundaries of organizations (4) Labor markets and organizational boundaries C. Externalization • Reduced locational, temporal, and administrative attachments of workers (Pfeffer and Baron, 1988) • Labor – in particular, workers who are not connected to the core functions of the organizations – is becoming more peripheral and even external to the organizations. In contrast, investors – especially key stockholders – are being incorporated more fully into firms. 9 Boundary Setting and Boundary Spanning II. Managing task environments (1) Buffering strategies • Coding – • Organizations classify inputs before inserting them into the technical core. Stockpiling – • Organizations collect and hold raw materials or products and thereby control the rate at which inputs are inserted into the technical core or outputs released to the market. Leveling – • Leveling or smoothing is an attempt by the organization to reduce fluctuations in its input or output environments. Forecasting – • Organizations try to anticipate changes in supply or demand conditions and attempt to adapt to them. Adjusting scale – Organizations grow or shrink changing the scale of the technical core. 10 Boundary Setting and Boundary Spanning II. Managing task environments (2) Bridging strategies • Bargaining • Contracting • Co-optation – • • • • • • the incorporation of representatives of external groups into the decisionmaking or advisory structure of an organization. Hierarchical contracts Strategic alliances Joint ventures Mergers Associations Governmental connections 11 Boundary Setting and Boundary Spanning III. Managing institutional environments (1) Buffering strategies • Symbolic coding • Decoupling – (2) • • • • organizations are likely to decouple their normative or prescriptive structure from their operational structure or activities. Bridging strategies Categorical conformity Structural conformity Procedural conformity Personnel conformity 12