Rational Theory

This composing introduces keen System Perspectives in relations to intravenous feeding promin ent schools of organization theory which ar Taylors scientific cargon, Fayols general principles of direction, webers theory of bureaucracy and Simons discussion on administrative behavior. demythologised System Perspectives There atomic number 18 ii key instalments characterizing rational dodges 1) destruction particularity Specific goals support rational behavior in organizations by providing guideli nes on structural design, which leads to point what tasks are to be rune d and how resources are to be aloneocated. ) statelyization formalization is an set out to make behavior more inevi give in by standardizing and regulating. chunkization provides stable expectation, which is a precond ition to rationalness. Selected schools The author link rational placement perspectives to four schools of organizatio nal theories. Taylors Scientific worry (1911) Taylor scientif ically analyzed tasks performed by single(a) exerters and disco vered the best procedure that would draw the maximum output with the minimu m scuttle thot of resources.His attempts (to rationalize labor at train of the indiv idual worker )led to changes in the entire coordinate of work arrangement. Ther efore, turn iniciency improved. His four principles includes 1) build up a science for for each one element of an individuals work. 2) Scientifically discern and train workers. 3) Heartily cooperate with workers to check up on that each work is done as plan. 4) Divide work and responsibilities between steering and workers. Taylor also proposed the use of fillip system base on performance as a mot ivation tool.Arguments 1) Workers resisted time-study procedures that attempt to standardize every as pect of their performance. 2) Workers spurned incentive system requiring them to perform continuously at a circus tent take of efficiency. Fayols Administrative Theory (191 6) Fayol emphasized management functions by proposing broad administrative principles as guidelines to achieve rationalization of organizational activiti es. Fayols and other supporters believed in two main(prenominal) types of management activi ties. ) Coordination includes any elements related to collaborations of individuals such(prenominal) as scalar chain, unity of command, deny of control and exception princip le. 2) Specialization involves various(a) activities distributed among positions abou t how such positions sight virtually effectively be grouped into work units. For exam ple, departmentalization, line-staff principle. Arguments Herbert Simon was one of the main opponents of this theory. He commenced that so-called principles are truthful, but non realistic. Thus, they are inapplica ble (details will be discussed).webers Theory of Bureaucracy (1922) weber demonstrable a theory of self-confidence structures and describes organizational activity on the basis of dominance relations. By building the structure, task responsibilities and decision- fashioning governing would be clearly defined. He proposed that rational-legal control (the authority a person possesses be cause of his/her position in an organization, non because of wealth, social st atus or individuals admirable character) provides the measure out to develop the u niversal authority structure called bureaucracy.Webers ideal bureaucracy principles includes 1) Division of labor. Jobs are broken d deliver into simple, routine, and well-defi ned tasks. 2) Authority hierarchy. Positions are organized in a hierarchy, each lower one being controlled and administrate by a higher one. 3) perfunctory selection. Members are selected on the basis of proficient qualificat ions (training, education of formal examination). 4) Formal rules and regulations. Managers moldiness dep remainder on formal rules to ensur e uniformity. 5) Impersonality. There is no personal appreciation of emplo yees. ) Career orientation. Managers do not own the units they manage. They work fo r pay and pursue their careers. Arguments There are self-contradictions in Webers principles. 1) solicitude based on discipline individuals observe the rules and orders becau se they regard the rules and orders as methods to fulfill organizational goals . Therefore, obedience is a rigorous to an end. 2) Management based on bureaucracy individuals obey the rules because rules a re considered as commands, pose aside their judgements. Thus, obedience is an end itself.Simons Theory of Administrative Behavior (1958) Simon proposed a more realistic view related to rational system perspectives b y pointing out the boundaries (limits and constraints) on how rational theatre director s can be in making decisions. He introduced the term leap rationality. Rather than pursuing all alternatives to identify the best solution that would increase returns, managers will choose the solution that appears to tu rn the problem, even though they realized the chosen solution is not the best one, d ue to time/cost constraints and other limitations.Furthermore, Simon refined the process by which goal specificity and formali zation brook to rational behavior in organization. Goal specificity He introduced means-ends chains which establish a hierar chy of goals. According to organizational level, each level of activity is con sidered as an end relative to the levels below it and as a mean relative to th e level above it. Formalization Simon believed adjudge structure supports rational decision making in the sense that formalization simplifies a border of responsibilities among participants and provides participants with guidelines to handle them.Conceptual Framework (means) (ends) Formalization Goal Specificity Input Output sane System Conclusion 1. tenability in this paper can be viewed in two senses as follows 1. 1) Technical or utilitarian rationality which can be attained through with (predicate) a serie s of actions (means) which lead to predetermined goals (ends) with maximum eff iciency. In short, Technical or Functional rationality emphasizes instrumental means-ends efficiency. Taylors and Fayols theories are related to rationa lity in this sense. 1. ) Formal rationality which can be derived through imposing rules an regulations to organization. Weber defined bureaucracy as rational in this sen se. 2. take of Analysis 1. 1) tender psychological level. Taylor and Simon counselling on individual participants as they perform tasks or make decision. 1. 2) Structural level. Fayol and Weber attempt to analyze the characteristics of organizational structures. didactics for my further research According to the paper above, I would ilk to examine which ideas of the above theories are still applicable to underway information technology era.Furtherm ore, adding to my personal stake in strategic management, I would like to a nalyze how classical theories influence managers on strategic decision-making. Please see the summarized table in the next page. Table reiterate and compare four organization theories. Taylor Fayol Weber Simon Year introduced 1911 1916 1922 1958 Means l Scientifically analyzed tasks performed by individual workers. l Concer ned with management at the shop levels l Generated broad administration princi ples. l focused on activities of all managers l describe organizational activi ty on the basis of authority relations. Proposed rational-legal authority as a value to develop bureaucracy. l Proposed bounded rationality individuals have limits (boundaries) on how rational they can be. l Introduced means-ends chains. Ends Max. efficiency by utilize one best way. Max. efficiencyby using management expertise Max. efficiency by using bureaucratic structure Choose a fairly goo d solution, not optimal one. Assumptions Technical &038 Functional Rationality Technical &038 Functional Rational ity Formal Rationality Bounded ration alityLevel of Analysis Social Psychological Structural Structural SocialPsychologic al Arguments 1) Workers resistedTime-study procedures, attempting to standardize every aspect of performance. 2) Workers rejected incentive system, requiring th em to perform continuously at a peak of efficiency. 1) So-called principles ar e truthful, but not realistic. 2) Simon Due to limitations &038 constraints, the se principles are not thoroughly applicable. Self-contradictions 1) Based on d iscipline allegiance is a mean to an end. 2) Based on bureaucracy Obedience is an end itself.