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Organizational theory refers to a series of interrelated concepts that involve the sociological study of the structures and operations of formal social organizations. Organizational theory also seeks to explain how interrelated units of organization either connect or do not connect with each other. Organizational theory also concerns ...
Law. Bureaucracy ( / bjʊəˈrɒkrəsi /; bure-OK-rə-see) is a system of organization where decisions are made by a body of non-elected officials. [ 1] Historically, a bureaucracy was a government administration managed by departments staffed with non-elected officials. [ 2] Today, bureaucracy is the administrative system governing any large ...
The cover of The Peter Principle (1970 Pan Books edition). The Peter principle is a concept in management developed by Laurence J. Peter which observes that people in a hierarchy tend to rise to "a level of respective incompetence": employees are promoted based on their success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not ...
A functional organizational structure is a structure that consists of activities such as coordination, supervision and task allocation. The organizational structure determines how the organization performs or operates. The term "organizational structure" refers to how the people in an organization are grouped and to whom they report.
The theories of organizations include bureaucracy, rationalization (scientific management), and the division of labor. Each theory provides distinct advantages and disadvantages when applied. The classical perspective emerges from the Industrial Revolution in the private sector and the need for improved public administration in the public sector.
A formal organization is an organization with a fixed set of rules of intra- organization procedures and structures. As such, it is usually set out in writing, with a language of rules that ostensibly leave little discretion for interpretation . Sociologist Max Weber devised a model of formal organization known as the bureaucratic model that is ...
The original French and Raven (1959) model included five bases of power – reward, coercion, legitimate, expert, and referent – however, informational power was added by Raven in 1965, bringing the total to six. [ 5] Since then, the model has gone through very significant developments: coercion and reward can have personal as well as ...
Low stress, plodding work, comfort and security. Stress comes from internal politics and bureaucracy. Examples: banks, insurance companies. [5] [70] Bet-the-company culture – Feedback: slow; reward: slow; risk: high. Stress comes from high risk and long payoff intervals. Detailed long-term planning. Examples: aircraft manufacturers, oil ...