Week Five: Organizational Technology and Structure

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Week FiveOrganizational Technology and
Structure
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Week Five Objectives

• Discuss the Technologies of Public Organizations
• DJJ Case
• Short Paper Assignment
• Determinants and Impact of Structure

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Rainey on Structure and Technology

• Structure . . . refers to the configuration of
  the hierarchical levels and specialized units and
  positions within an organization, and the formal
  rules governing these arrangements.
• Technology . . . Refers to the work processes of
  an organization that often serves as a major
  influence on the design of organizational
  structure.

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Technology in Organizations

• Process that transforms materials or inputs into
  outputs
• Process by which organizations achieve outcomes
• Components of technology
• Inputs
• Transforming Inputs
• Producing Outputs

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Variety and Analyzability in Organizational
Technology (Perrow)

• Variety
• How much task variation or uncertainty?
• Analyzability
• How easy is it to break down processes into
  mechanical or distinct steps?

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Routine Versus Non-routine Technology

• Routine Technology
• Low variety high analyzability
• Implications for organizations
• Centralized structures
• Greater span of control
• Non-routine Technology
• Low analyzability high variety
• Implications for organizations
• More decentralized structures
• More communication and coordination

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Technological Interdependence (Thompson)

• Captures the degree to which units within an
  organization depend on each other when completing
  a task
• Pooled
• Sequential
• Reciprocal
• More interdependent less routinized

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Technology in Human Service Organizations (HSOs)

• Transforming clients from one state to another,
  more preferred state
• What challenges do having humans for inputs
  pose for HSOs?
• Who determines what the preferred or prescribed
  state is or should be?
• Four stages
• Recruitment and selection
• Assessment and classification
• Status transformation
• Termination and certification

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Charting Service Technology
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Why HSOs Are Unique

• Goals
• Selecting Proper Technology
• Autonomy of Clients
• Resources Committed to HSO

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Organizational Structure

• Structure is the organization of the parts
• What does structure accomplish?
• Division of tasks/labor
• Coordination and integration
• Accountability, rules, procedures
• Dimensions of structure
• Centralization and formalization
• Horizontal and vertical complexity

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Factors Affecting Structure

• Size
• Environment
• Technology
• Culture
• Monitoring capacity
• Available incentives

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Decentralizing Trends Larger Spans of Control

• SMALL SPAN OF CONTROL
• Close control
• Expensive
• Communication is difficult
• Slower decision making
• Isolates senior management
• Discourages employee
• autonomy

• LARGE SPAN OF CONTROL
• Control more difficult
• Cost savings
• Facilitates Communication
• Faster decisions
• Closer interaction between
• organizational levels
• More training and better
• leadership required

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Types of Organizational Structures

• Simple Hierarchy
• Circle
• Network

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Grouping Jobs or Activities in an Organization

• Activity or Functional Grouping
• Group individuals and activities by resources
• Output or Product Grouping
• Units are self-contained coordination across
  functions
• Hybrid
• Centralized Decentralized Functions
• Matrix
• Two Supervisors Functional and Project
• Dynamic Network Design
• Out-sourcing

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DJJ Case

• Who are the key actors and stakeholders?
• What are their goals and incentives?
• Describe the environment surrounding DJJ
• What are the most prominent organizational
  dilemmas?
• What is the structure of DJJ?
• What did you recommend?
• Short- versus long-term strategies?

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Goold and Campbell Pursuing Structural Change

• Is this article relevant to public organizations?
• When should you alter the structure of an
  organization?
• What are some issues or concerns to be aware of
  as you are contemplating structural change?
• Why do we have such negative perceptions of large
  public bureaucracies? Are they warranted?

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Readings to Be Completed for Next Class Period

• Rainey, Chapters 5 and 7
• Kotter coursepack
• Project Status Reports
• 10 to 15 minute informal presentation
• Key issues, data sources, challenges/obstacles
• Expect and anticipate questions
• Bring your books/readings to class!!!