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Transcript of COMMUNICATION AND ORGANIZATIONS COMMUNICATION AND ORGANIZATIONS THE PROFESSIONAL BUREAUCRACY PART...
![Page 1: COMMUNICATION AND ORGANIZATIONS COMMUNICATION AND ORGANIZATIONS THE PROFESSIONAL BUREAUCRACY PART TWO Lecture 8b.](https://reader035.fdocuments.in/reader035/viewer/2022062309/56649f155503460f94c2a00b/html5/thumbnails/1.jpg)
COMMUNICATION AND ORGANIZATIONS
THE PROFESSIONAL BUREAUCRACYPART TWO
Lecture 8b
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ENVIRONMENTAL OVERVIEWA Reminder
2. 1.
STABLE
SIMPLE
COMPLEX
DYNAMIC
SIMPLESTRUCTURE
MACHINEBUREAUCRACY
2A.DIVISIONALIZEDBUREAUCRACY
3. PROFESSIONALBUREAUCRACY
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BOX 3: ENVIRONMENT SHAPES COMMUNICATION
• WHY COMPLEX STABLE?• YOU’VE ALREADY GOT MINTZBERG’S LANGUAGE ON THIS• MORE DETAILED EXAMPLE
- Hospitals and doctors- Because the core operators – Dr.’s for example – are supposed to
deal with each client separately – that’s the “complex” – at one level people are unique
- But maintain the same type of relationship with them – that’s the “stable”.- Individual people become a diagnosis – a case – put in a
mental pidgeon hole- Old phrase – but effective - based on the idea of organizing
knowledge into easily accessible categories or “slots” in the memory
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PIDGEON HOLES OF THE MIND
• When we sort information into categories – each of which are labelled – it’s easier to recall the information by recalling the label – the label is the door to the slot – the pidgeon hole.
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ENVIRONMENT SHAPES COMMUNICATION
• For Dr.’s - what are these slots - pidgeon holes in the mind?- A large set of labels for diseases each of which
binds together- An idea of the illness and its symptoms, - Possible causes, - Possible developments and consequences,
and - Possible interventions to cure or mitigate the
illness.
![Page 6: COMMUNICATION AND ORGANIZATIONS COMMUNICATION AND ORGANIZATIONS THE PROFESSIONAL BUREAUCRACY PART TWO Lecture 8b.](https://reader035.fdocuments.in/reader035/viewer/2022062309/56649f155503460f94c2a00b/html5/thumbnails/6.jpg)
BOX 3: STANDARDIZATION OF SKILLS
• Enormous amount of information to recall – takes years of education (after a BSc) – and years of practice (internships) to learn
• We put a high social value (and price) on this learning
• We have specialized institutions to teach this BEFORE a Dr. can formally join a hospital
• This is the essential difference between machine bureaucracies and professional bureaucracies- In the first, many of the job skills can be learned “on the job.”- In the second – Hospitals, Universities, Law firms – job skills,
including pidgeonholing – must be learned BEFORE getting the job.
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ORGANIZING PROFESSIONALS
• Drs. need to know what to do without being told what to do or having detailed job descriptions- They have to respond to particular patients on the spot
• They can’t be told what to do by supervisors and they can’t tell their colleagues what to do either- Freedom and power to do well- Freedom from oversight if they do poorly
• They are also free from doing the everyday work of the organization – their time is too expensive- We want expensive professionals to be free to do the one thing they
know how to do…deal with patients, clients, students
• So they have a staff - as the number of them grows the support staff grows exponentially – gives us the shape of the professional bureaucracy
![Page 8: COMMUNICATION AND ORGANIZATIONS COMMUNICATION AND ORGANIZATIONS THE PROFESSIONAL BUREAUCRACY PART TWO Lecture 8b.](https://reader035.fdocuments.in/reader035/viewer/2022062309/56649f155503460f94c2a00b/html5/thumbnails/8.jpg)
THE PROFESSIONAL BUREAUCRACY
SmallTechnostructure
Autonomous Operators in the Core
SmallMiddle Line
Strategic Apexfor Techno andSupport Staff
Large Support Staff
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POWER OF OPERATING CORE IN THE PROFESSIONAL BUREAUCRACY
SUPPORT STAFF(MACHINE ORG)
OPERATING CORE(PROFESSIONAL ORG)
MANAGER COMMITTEE
STRATEGIC APEX
KEY OPERATORS
Nurses
Doctors
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LEADERSHIP AT THE STRATEGIC APEX
• Highly educated operating core - averse to supervision.
• Administrative Leaders rely heavily on coordination and compromise.- They handle discrepancies that arise from the imperfect
pigeonholing process. - They act as a liaison between the organization and the
outside world. - Professionals abandon some decisions for the comfort of
their craft. This is where leadership enters – more careful and nuanced – no orders, commands.
• Highly educated operating core also averse to innovation and change.- Particularly if seen to “pushed” by administration
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LEADERSHIP AT THE STRATEGIC APEX
• HOW DID SEVERAL UNIVERSITY AND HOSPITAL PRESIDENTS DESCRIBE THEIR ORGANIZATIONS WHILE I WAS WORKING THEIR AS A CHANGE CONSULTANT?
• ORGANIZED CHAOS• PROFESSIONAL ORGANIZATIONS MAY NOT
BE THE BIGGEST – UNLIKE DIVISIONALIZED MACHINE BUREAUCRACIES – BUT THEY ARE CERTAINLY THE MOST COMPLICATED.
- PLEASE KEEP THAT IN MIND IF YOU INTEND TO WORK IN ONE OR ARE A CLIENT
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