Rational Theory

This com line introduces coherent System Perspectives in relations to quartette promin ent schools of organization surmise which ar Taylors scientific revolve arounding, Fayols general principles of vigilance, webers theory of bureaucracy and Simons discussion on administrative behavior. Rational System Perspectives There be two key elements characterizing apt systems 1) coating Specificity Specific goals support clear-sighted behavior in organizations by providing guideli nes on structural design, which leads to specify what tasks argon to be performe d and how resources are to be allocated. ) formalization prescribedization is an attempt to make behavior more sure by standardizing and regulating. Formalization provides stable expectation, which is a precond ition to rationality. Selected schools The author tie in rational system perspectives to four schools of organizatio nal theories. Taylors Scientific Management (1911) Taylor Scientifically examine tasks performed by individual workers and disco vered the outperform procedure that would produce the utter some output with the minimu m input of resources.His attempts (to rationalize labor at take aim of the indiv idual worker )led to changes in the entire social structure of work arrangement. Ther efore, issueiciency improved. His four principles includes 1) Develop a science for each(prenominal) element of an individuals work. 2) Scientifically select and train workers. 3) Heartily cooperate with workers to ensure that each work is d matchless as plan. 4) Divide work and responsibilities between management and workers. Taylor also proposed the use of incentive system based on mathematical process as a mot ivation tool.Arguments 1) Workers resisted time-study procedures that attempt to standardize every as pect of their performance. 2) Workers rejected incentive system requiring them to perform continuously at a peak level of efficiency. Fayols Administrative hypothesis (1916) Fayol em phasized management functions by proposing broad administrative principles as guidelines to achieve rationalization of organisational activiti es. Fayols and other supporters believed in two briny types of management activi ties. ) Coordination includes each elements related to collaborations of individuals such as scalar chain, unity of command, span of accommodate and exception princip le. 2) Specialization involves various activities distributed among positions abou t how such positions rout out most 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 not realistic. Thus, they are inapplica ble (details go away be discussed).Webers Theory of Bureaucracy (1922) Weber resurrected a theory of function structures and describes organizational activity on the basis of authority relations. By building the struct ure, task responsibilities and decision-making authorities would be clearly defined. He proposed that rational-legal authority (the authority a person possesses be cause of his/her position in an organization, not because of wealth, social st atus or individuals estimable character) provides the value to develop the u niversal authority structure called bureaucracy.Webers ideal bureaucracy principles includes 1) Division of labor. Jobs are broken down into simple, routine, and well-defi ned tasks. 2) ascendance hierarchy. Positions are organized in a hierarchy, each lower one being controlled and supervised by a higher one. 3) Formal selection. Members are selected on the basis of technical qualificat ions (training, education of formal examination). 4) Formal rules and regulations. Managers moldiness depend on formal rules to ensur e uniformity. 5) Im ad hominemity. There is no personal preference of employees. ) Career orientation. Managers do not own the units they manage. They work fo r salary and pursue their careers. Arguments There are self-contradictions in Webers principles. 1) Management based on discipline individuals obey the rules and orders becau se they regard the rules and orders as methods to fulfill organizational goals . Therefore, obedience is a mean value to an end. 2) Management based on bureaucracy individuals obey the rules because rules a re considered as commands, setting 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 manager s crapper be in making decisions. He introduced the term bounded rationality. Rather than pursuing all alternatives to grade the best solution that would maximize returns, managers will choose the solution that appears to reckon the problem, even though they realized the chosen solution is not the best o ne, d ue to time/cost constraints and other limitations.Furthermore, Simon clarified the process by which goal specificity and formali zation contribute 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 formalized 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 Rational System Conclusion 1. rationality in this paper can be viewed in two senses as follows 1. 1) Technical or Functional rationality which can be attain through a serie s of actions (means) which lead to predetermined goals (ends) with m aximum 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. Level of Analysis 1. 1) Social psychological level. Taylor and Simon focus on individual participants as they perform tasks or make decision. 1. 2) morphologic level. Fayol and Weber attempt to analyze the characteristics of organizational structures. Direction for my further investigate According to the paper above, I would like to examine which ideas of the above theories are still applicable to current information technology era.Furtherm ore, adding to my personal reside 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 following p age. Table Summarize and compare four organization theories. Taylor Fayol Weber Simon yr 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 Described 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 development one best way. Max. efficiencyby using management expertise Max. efficiency by using bureaucratic structure Choose a fairly goo d solution, not best one. Assumptions Technical & Functional Rationality Technical & Functional Rational ity Formal Rationality Bounded rationalityLevel of Analysis Social Psychological morphological Structural SocialPsychologic al A rguments 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) supposed principles ar e truthful, but not realistic. 2) Simon Due to limitations & constraints, the se principles are not thoroughly applicable. Self-contradictions 1) Based on d iscipline Obedience is a mean to an end. 2) Based on bureaucracy Obedience is an end itself.