STRUCTURE AND ROLES

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STRUCTURE AND ROLES

• The structural perspective champions a pattern
  of well-thought-out roles and relationships.

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Structural Frame
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Scientific Management ApproachFrederick Winslow
Taylor

• Clear delineation of
• authority
• Separation of planning
• from operations
• Task specialization
• Responsibility
• Incentive schemes for workers

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Positive and Negative Aspects of Scientific
Management

• Strengths
• objectivity logical
• action oriented modes of
• accountability

• Limitations
• impersonal overly simplistic pessimistic
• inflexible

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Scientific Management At Work In Education
High-Stakes Standardized Tests

• Teaching the curriculum
• chosen by test-designers
• Creative pedagogy is not
• rewarded
• Teachers prerogatives are
• disappearing and the talents
• that they once utilized daily
• are increasingly no longer called upon.

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Other Contributors

• Frank and Lillian Gilbreth
• Cheaper by the Dozen
• Henry Gantt
• Gantt Chart
• Henry Ford
• Production Assembly Line

A Gantt chart is a popular type of bar chart that
illustrates a project schedule.
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Bureaucratic ModelMax Weber

• A bureaucracy is an organizational structure
  advanced by the development of Monocratic
  Bureaucracy. The model was developed by the
  German sociologist Max Weber (1864-1920). It
  consisted of
• Rules
• Specialization
• Hierarchy of positions
• Technical qualification
• Long Term employment
• Examples Post Office, Police, and Fire
  Departments
• Bolman Deal (2003)

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Bureaucracy and Productivity

• Contrary to popular belief, a bureaucracy can be
  an organizational structure which can deliver
  productivity.
• Rules and policies govern conditions of work and
  specify standard processes for carrying out
  tasks.
• Rules and policies do much to ensure equality,
  conformity, safety, and order in the workplace.

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Negative Aspects of Bureaucracy

• The very rules and policies which make an
• organization successful and productive if
• carried too far lead to
• Lack of flexibility
• Stifling of creativity
• Confusion
• Indecision
• Reliance on tradition
• Upper management ignoring lower levels

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Vertical and Lateral Coordination

• Two Main Roots
• Scientific Management designed to get the most
  from each worker, for every minute worked
  (Taylor, 1911, Fayol, 1949, Gulick, 1937 and
  Urwick, 1937)
• Patriarchal systems where father figure has
  absolute power, gives way to Monocratic
  Bureaucracy.
• Bowman and Deal, 2003, p. 45-46.

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Vertical

• Fixed division of labor
• Hierarchy of offices
• Rules governing performance
• Specific skills or ability
• Employment is long term

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Specification of Task

• Knowledge or skill based
• Units of time
• Organized by product
• Customer or client
• Geography
• By process

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Lateral

• Informal communication
• Task forces
• New technology can support lateral groups

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Hierarchy

• Formal structures enhance morale if it helps get
  the job done.
• Hierarchy is best used if it provides
  opportunities to use workers skills.
• Systems Thinking
• Human systems are biological systems.

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Mintzbergs Structural Configurations

• Simple Structure
• Example Mom Pop operation
• Positive Simple/Flexible
• Negative Distracted by daily operations
  neglects long-range problems capricious rewards
  authority may block changes

• Machine Bureaucracy
• Example McDonalds
• Positive efficient/effective masters routine
  tasks
• Negative boring negatively effects employee
  motivation and initiative.

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Mintzbergs Structural Configurations

• Professional Bureaucracy
• Example Harvard University
• Positive professional, trained core insulation
  from formal interference
• Negative problematic coordination quality
  control slow response to external change

• Divisionalized Form
• Example Campuses within university system
• Positive ample resources responsiveness without
  undue economic risks
• Negative cat-and-mouse game between HQ and
  divisions HQ may lose touch with operations

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Mintzbergs Structural Configurations
Helgesens Web of Inclusion

• Adhocracy
• Example DEC
• Positive encourages creativity challenges
  tradition, legitimizes controversies
• Negative Lack of timely coordinated shift may
  result in downfall

• More Circular than hierarchical
• Emphasis on lateral relationships rather than
  hierarchy
• Leadership at the center rather than at the top
• Web builds from the center out through a network
  of interconnections
• Example Village Voice newspaper
• Positive Strong sense of community
• Negative Increasingly challenged as organization
  expands

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Social Structure is

• Refers to relationships among social elements
  including people, positions, and the
  organizational units to which they belong (e.g.,
  departments, divisions) (Mary Jo Hatch, 1997, p.
  161).

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Social StructurePositive Aspects

• Processes and relationships are human traits that
  infiltrate organizations and may determine their
  success.
• Example
• The more complex the organization, the more
  communication is needed to collaborate and
  produce.

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Social StructureNegative Aspects

• When relationships and processes are the focus of
  an organization, time is then taken away from the
  actual functions of the organization.
• Example
• If the majority of organizational development
  time is designated for relationships, the
  production procedures and necessary changes may
  be overlooked.

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Structural Dilemmas

• Differentiation vs. Integration
• Gap vs. Overlap
• Underuse vs. Overload
• Lack of Clarity vs. Lack of Creativity
• Excessive Autonomy vs. Excessive Interdependence
• Too Loose vs.Too Tight
• Goalless vs. Goalbound
• Irresponsible vs. Unresponsive
• Bolman and Deal, 2003

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Why Restructure?

• PositivesOrganizational improvement in response
  to external change
• New leadership stamp
• Negatives Demanding process
• Poor record of success

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What is the Restructuring Process?

• Unfreezing
• Transition
• Refreezing
•  
•  

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Restructuring A Response to Change

• Change is an inevitable journey. All things are
  constantly changing, transforming, becoming
  something different. Guiding change so that it is
  successful is what leadership is all about.
  Indeed, the measure of a leader may well be her
  or his capacity to understand and deal
  successfully with changeto stimulate it, shape
  it, guide it, manage it, and keep it going in the
  right direction.
• California School Leadership Academy

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References

• Bolman, L. G., Deal, T. E. (2003). Reframing
  organizations Artistry, choice and leadership.
  San Francisco Jossey-Bass.
• Morgan, G. (1986). Images of organization.
  Beverly Hills, CA Sage Publications, Inc.
• Sergiovanni, T. J. (1989). Informing
  professional practice in educational
  administration. Journal of Educational
  Administration, 27(2), p. 186.
• Taylor, F. W. (1911/1967). The principles of
  scientific management. New York W. W. Norton.
• Weber, M. (1930/1992). The Protestant ethic and
  the spirit of capitalism (A. Giddens, Trans.).
  New York Routledge.