Combing the Perspectives

1
Combing the Perspectives

• Three Attempts at Integration
• (1) Etzionis Structuralist Model
• The rational and natural system models are
  complementary.
• Etizioni combines both views and examines the
  distribution of power as well as the bases on
  which power relations are accepted and become
  legitimate among the participants in
  organizations.
• All organizations embody conflicting tendencies
  and interests between formal and informal
  structures, rational and non-rational aspects of
  behavior, controlling and controlled participants.

2
Combing the Perspectives

• Three Attempts at Integration
• (2) Lawrence and Lorschs contingency model
• Organizational design decisions are contingent
  upon environmental conditions.
• The more homogeneous and stable the environment,
  the more appropriate will be the formalized and
  hierarchical form. And the more diverse and
  changing the task environment, the more suitable
  will be the less formalized and more organic form.

3
Combing the Perspectives

• Three Attempts at Integration
• (3) Thompsons Levels Model
• The three perspectives are differentially
  applicable to various levels of an organization's
  structure.
• Technical level
• Managerial level
• Institutional level

4
Combing the Perspectives

• II. Scotts Cross-Classification (A Layered
  Model)
• (1) Closed Rational System Models (1900-1930)
• Taylors Scientific Management
• Fayols Administrative Theory
• Webers Theory of Bureaucracy
• (2) Closed Natural System Model (1930-1950)
• Mayos Human Rations School
• Barnards Cooperative System
• (3) Open Rational System Models (1960-1970)
• March and Simons Bounded Rationality
• Contingency Theory
• Comparative Structural Analysis
• Transaction Cost Approach
• (4) Open Natural System Models (1970-present)
• Weicks Organizing
• Socio-technical Systems
• Population Ecology
• Resource dependence
• Institutional Theory

5
Combing the Perspectives

• II. Scotts Cross-Classification (A Layered
  Model)
• Oliver Williamsons Transaction cost model
• The purpose of this model is to explain the
  existence and operation of complex organizations.
• The environment in which transactions take place
  becomes increasingly uncertain, and simple trust
  in relationships becomes more problematic.
• One consequence is the emergence of hierarchies
  or organizations.
• By bringing transactions under the hierarchy of
  organization, behavior can be monitored.
• Transaction costs are thus reduced or at least
  controlled by the presence of the hierarchy
  (organization).

6
Combing the Perspectives

• II. Scotts Cross-Classification (A Layered
  Model)
• Population Ecology Model
• Unit of Analysis populations of organizations
• The main question Why certain forms or types of
  organizations survive and multiply whereas other
  types die
• Organizational forms that have the appropriate
  fit with the environment are selected over those
  that do not fit or fit less appropriately.
• Organizational foundings or births
• Organizational mortality or death

7
Combing the Perspectives

• II. Scotts Cross-Classification (A Layered
  Model)
• Resource Dependence Model
• No organization is able to generate all of the
  various resources it needs.
• Organizations must be dependent on the
  environment for resources (raw materials,
  finances, personnel, services, technological
  innovations, information, production operations.
  etc).
• The sources of resources are other organizations
  i.e., the environment of the organization.
  Organizations will attempt to manipulate the
  environment to their own advantage.
• Administrators of organizations manage their
  environments as well as their organizations, and
  the former activity may be as important, or even
  more important, than the latter (Aldrich and
  Pfeffer, 1976 p. 83).

8
Combing the Perspectives

• II. Scotts Cross-Classification (A Layered
  Model)
• Institutional Theory
• Modern societies contain many complexes of
  institutionalized (taken-for-granted) beliefs,
  rules, and patterns.
• Organizations try to incorporate socially
  legitimated, rationalized elements in their
  formal structures to maximize their legitimacy
  and increases their resources and survival
  capabilities.
• As a result, organizations are increasingly
  homogenous within fields.