Boundary Setting and Boundary Spanning
اسلاید 1: 1Boundary Setting and Boundary SpanningI. The social boundaries of organizations(1) Determining organizational boundariesDifficulties 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 organizationsActors: 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.
اسلاید 2: 2Boundary Setting and Boundary SpanningI. The social boundaries of organizations(2) Recruitment criteriaA. Rational system approachesBoundaries 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.
اسلاید 3: 3Boundary Setting and Boundary SpanningI. The social boundaries of organizations(2) Recruitment criteriaB. Natural-open system approachesOrganizational 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.)
اسلاید 4: 4Boundary Setting and Boundary SpanningI. The social boundaries of organizations(3) Social insulation and social engulfmentThe continuum of organizational control over participantsAt one end of the continuum of social insulation, organizations are highly insulated from their social environments and maintain exceedingly bureaucratic work arrangements (over-bureaucratization). 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 (de-bureaucratization).
اسلاید 5: 5Boundary Setting and Boundary SpanningI. The social boundaries of organizations(4) Labor markets and organizational boundariesThe classic economic assumptionsworkers 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 governed by a set of administrative rules and procedures.
اسلاید 6: 6Boundary Setting and Boundary SpanningI. The social boundaries of organizations(4) Labor markets and organizational boundariesThe 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.
اسلاید 7: 7Boundary Setting and Boundary SpanningI. The social boundaries of organizations(4) Labor markets and organizational boundariesA. Rational system approachesInternal labor markets are created due to the specificity of human assets. The more and deeper specialized ones 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.
اسلاید 8: 8Boundary Setting and Boundary SpanningI. The social boundaries of organizations(4) Labor markets and organizational boundariesB. Natural-open system approachesMarxists 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.
اسلاید 9: 9Boundary Setting and Boundary SpanningI. The social boundaries of organizations(4) Labor markets and organizational boundariesC. ExternalizationReduced 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.
اسلاید 10: 10Boundary Setting and Boundary SpanningII. Managing task environmentsBuffering strategiesCodingOrganizations classify inputs before inserting them into the technical core. StockpilingOrganizations 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. LevelingLeveling or smoothing is an attempt by the organization to reduce fluctuations in its input or output environments. ForecastingOrganizations try to anticipate changes in supply or demand conditions and attempt to adapt to them. Adjusting scaleOrganizations grow or shrink changing the scale of the technical core.
اسلاید 11: 11Boundary Setting and Boundary SpanningII. Managing task environments(2) Bridging strategiesBargainingContractingCo-optationthe incorporation of representatives of external groups into the decision-making or advisory structure of an organization. Hierarchical contractsStrategic alliancesJoint venturesMergersAssociationsGovernmental connections
اسلاید 12: 12Boundary Setting and Boundary SpanningIII. Managing institutional environments(1) Buffering strategiesSymbolic codingDecouplingorganizations are likely to decouple their normative or prescriptive structure from their operational structure or activities. Bridging strategiesCategorical conformityStructural conformityProcedural conformityPersonnel conformity
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