صفحه 1:
us Ruticod Gpstews تون
I. Introducing Rationality
(Q) The wocktur راون
— esseutidl parts Wwhick ure well desiqned iota o ایح
whole
(©) Teckacd or Puartiocd rotccdliy
— the extedt to whick a series oP uniives ure وا ام
suck صا تومير و teed to predetersoiced yous witht
۱ بو
صفحه 2:
os Ruiccd Gyustews امن
II. Defining Characteristics
(Q) ات0 اس
۲
(©) Coxniive Licctaica
— poostrodts, wuthoriy, nies, perPorwouwe prowens,
nd oordicaion (bounded rotizcrctily)
صفحه 3:
ws Ruticad Gpstews تن
II. Defining Characteristics
(C) God CpePoy
0 : a
- Ceverd Bods vs. Gpevitic yous
صفحه 4:
ws Ruticad Gpstews تن
II. Defining Characteristics
(@) @orwelzaios oP Rus ued Qos
— Phe nies or previcely Porwouloted, ood roles ure
rehives oP individuals vocuppiey posiivas ia the
structure.
— Porwulizaios wolves prysizaivod aout vue
صفحه 5:
ws Ruticad Gpstews تن
II. Defining Characteristics
(@) @orwelzaios oP Rus ued Qos
۰ Dre Oeveits of Porwdizuiows
a. Porwdlzdics eoreoses predictably cod acovuctubiliy.
b. @orcvdizuiva redures status butles pr tterpersocrdt
eww.
v. Corwelzuiva obeciPtes the structure by wohktay the roles
رشان له لبم ocd exterod to participa.
صفحه 6:
ws Ruticad Gpstews تن
II. Defining Characteristics
(@) @orwelzaios oP Rus ued Qos
۰ Dre Oeveits of Porwdizuiows
d. Porwalzuicd poosttuies 0 Puariocd رش to te
svpinwetic structure — the poteracy oP PP evive tes
وجوه puriivipos.
e. Porwulzuivd produces rouinized and requarized
structures todepeudect oP the porticigoat oP wey porticukor
یط
صفحه 7:
ws Ruticad Gpstews تن
Four Schools :111
یمیت( سوت مور )0(
٠ @udlyze jobs very corePuly tot their scrote =
paver Closely the vapubiliies oP the workers, cred Hoo Pi
the tiv toypther to achieve the yreutest eovwwy (EPP iciewy).
GoiediPicdly desiqaed work procedures ulow wort
work of peok oP Picea.
Dhe us uvpives oP sviediPic wos we:
a. Dashs ore colruable.
روصم له تاهج b. Otisiva of labor
v. Dhere ty oar best way to doo thiery
ners ۳
صفحه 8:
ws Ruticad Gpstews تن
III. Four Schools
(©) Cats Ockoristrutve Theory
* Coordeaiva
— sootar عم
= voity-pP-powwend pricviple
— eparob-codrol priaviphe
ام exception —
وصامدد سوق ۰
جات مدوجو -
550-72
صفحه 9:
ws Ruticad Gpstews تن
III. Four Schools
)9( Oeber'’s ®urearrwy
— Phe roivodizeivg process is the quidiag priaviple لوط
burecurrapy.
* Owsioa oP bebor
© Werachy oP Cuboriy
© Onttes Ques vad Requktices
* Ikwpersvaciiy
۰ Cwpbpwed Oeed va Tevkuicd Qudficaioe
صفحه 10:
ws Ruticad Gpstews تن
III. Four Schools
(P) Giove's thevry oP مها جرف ول
* Coowwir Ou vs. Ockvivistraive Doar
تسین : ۳ 55 —_ ۰0
.وس رال
حول جحلا دا جامد متام سونو همم ۰
وه اه they
٠ boueded roticcaliy: iedividuaks coc beaver roticcrily,
Organizations as Rational Systems
I. Introducing Rationality
(1) The machine analogy
– essential parts which are well designed into a functional
whole
(2) Technical or functional rationality
– the extent to which a series of actions are organized in
such a way to lead to predetermined goals with
maximum efficiency
1
Organizations as Rational Systems
II. Defining Characteristics
(1) Rational Calculation
– information, efficiency, optimization, design,
implementation
(2) Cognitive Limitation
– constraints, authority, rules, performance programs,
and coordination (bounded rationality)
2
Organizations as Rational Systems
II. Defining Characteristics
(3) Goal Specificity
– providing unambiguous criteria for selecting among
alternative activities
– General Goals vs. Specific goals
3
Organizations as Rational Systems
II. Defining Characteristics
(4) Formalization of Rules and Roles
– The rules are precisely formulated, and roles are
prescribed independently of the personal attributes and
relations of individuals occupying positions in the
structure.
– Formalization involves organizational controls over
individuals.
4
Organizations as Rational Systems
II. Defining Characteristics
(4) Formalization of Rules and Roles
• The Benefits of formalizations
a. Formalization increases predictability and accountability.
b. Formalization reduces status battles or interpersonal
tensions.
c. Formalization objectifies the structure by making the roles
and relations objective and external to participants.
5
Organizations as Rational Systems
II. Defining Characteristics
(4) Formalization of Rules and Roles
• The Benefits of formalizations
d. Formalization constitutes a functional alternative to the
sociometric structure – the patterning of affective ties
among participants.
e. Formalization produces routinized and regularized
structures independent of the participant of any particular
individual.
6
Organizations as Rational Systems
III. Four Schools
(1) Taylor’s Scientific Management
• Analyze jobs very carefully into their smallest aspects, and
examine closely the capabilities of the workers, and then fit
the two together to achieve the greatest economy
(efficiency).
• Scientifically designed work procedures allow workers to
work at peak efficiency.
• The assumptions of scientific management are:
a. Tasks are calculable.
b. Division of labor is efficient and productive.
c. There is one best way to do a thing
7
Organizations as Rational Systems
III. Four Schools
(2) Fayol’s Administrative Theory
• Coordination
– scalar principle
– unity-of-command principle
– span-of-control principle
– exception principle
• Specialization
– departmentalization principle
– line-staff principle
8
Organizations as Rational Systems
III. Four Schools
(3) Weber’s Bureaucracy
– The rationalization process is the guiding principle behind
bureaucracy.
•
•
•
•
•
Division of Labor
Hierarchy of Authority
Written Rules and Regulations
Impersonality
Employment Based on Technical Qualifications
9
Organizations as Rational Systems
III. Four Schools
(4) Simon's theory of administrative behavior
• Economic Man vs. Administrative Man
• Organizations simplify participants' decisions and
activities.
• Organizations also support participants in the decision
they must make.
• bounded rationality: individuals can behave rationally,
because their alternatives and choices are limited.
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