Organizational Theory Chapter 5 Charles R. Swanson, Leonard Territo, and Robert W. Taylor Police...
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Transcript of Organizational Theory Chapter 5 Charles R. Swanson, Leonard Territo, and Robert W. Taylor Police...
Organizational TheoryOrganizational TheoryChapter 5
Charles R. Swanson, Leonard Territo,and Robert W. Taylor
Police Administration:Police Administration:Structures, Processes, and BehaviorStructures, Processes, and Behavior
(Eighth Edition)(Eighth Edition)
Police Administration (8th Edition)Swanson, Territo, and Taylor
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
• Makes organizations more understandable• Reveals how authority and decision making are organized
and distributed• Explains why some police departments are less or more
open to change and innovation• Makes assumptions about followers• Incorporates notions about the environments that the police
department faces and how these can impinge on the department
• Provides an essential tool for leaders in deciding how the work will be processed and the structure and relationship of the work units needed to accomplish it
Organizational Theory
Police Administration (8th Edition)Swanson, Territo, and Taylor
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Cui bono Typology
Mutual Benefit
Associations
Business Concerns
Service Orgs.
Commonweal Orgs.
Police Administration (8th Edition)Swanson, Territo, and Taylor
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Traditional Organizational Theory
Police Administration (8th Edition)Swanson, Territo, and Taylor
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Scientific Management
• Frederick W. Taylor
• “One best way” to do work
• Focus on labor, not management
• Productivity & motivation– Natural Soldiering– Systematic Soldiering
Police Administration (8th Edition)Swanson, Territo, and Taylor
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
The Bureaucratic Model• Principle of hierarchy• Right of appeal and
grievances• Division of labor• Duties bound by rational
rules• Acts and administrative
rules are recorded• “Rights” are property of the
office/job• Merit-based appointments• Organizational members do
not own the means of production
Police Administration (8th Edition)Swanson, Territo, and Taylor
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Hierarchy and Job Specialization in a Bureaucracy
Police Administration (8th Edition)Swanson, Territo, and Taylor
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Police as Street-Level Bureaucrats
“State Agents”• Follow all laws and
policies
“Citizen Agents”• Bend or ignore some
laws and policies
Police Administration (8th Edition)Swanson, Territo, and Taylor
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
• Sought to identify generic/universal methods of administration
• Supervise no more than 5-6 subordinates
• Gulick’s POSDCRB
Administrative Theory
Police Administration (8th Edition)Swanson, Territo, and Taylor
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
POSDCRB
Police Administration (8th Edition)Swanson, Territo, and Taylor
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
• “Man as machine” orientation
• Criticisms by Bennis– Does not allow for personal growth– Compels conformity– Does not account for informal organization– System of control outdated– No adequate judicial process– No process to resolve differences or conflicts– Communication cut off due to tall hierarchy– Full human resources not utilized
Criticisms of Traditional Theory
Police Administration (8th Edition)Swanson, Territo, and Taylor
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
• Elton Mayo: Hawthorne Studies
• “Hawthorne Effect”– People being studied behave differently because
they like the attention they get
Human Relations School
Police Administration (8th Edition)Swanson, Territo, and Taylor
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
• Work should be satisfying and help to motivate workers
• Organizations must pay attention to the needs of workers
• Work should not be something people endure just to make a living
Organizational Humanism
Police Administration (8th Edition)Swanson, Territo, and Taylor
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Maslow’s Needs Hierarchy
Police Administration (8th Edition)Swanson, Territo, and Taylor
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
McGregor: Theory X and Theory Y
Theory X Theory Yvs.
Police Administration (8th Edition)Swanson, Territo, and Taylor
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Herzberg: Motivation-Hygiene Theory
• Two sets of variables– Hygiene (maintenance) factors: relate to work
environment– Motivators: relate to work itself
Police Administration (8th Edition)Swanson, Territo, and Taylor
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
• Warren Bennis
• A change management process– Attempts to take the uncertainty out of change
Organizational Development
Police Administration (8th Edition)Swanson, Territo, and Taylor
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
• Assumes complete rationality, optimizing performances, predictability, internal efficiency, and certainty• All behavior is believed to be functional• All outcomes are believed to be predictable and
certain• The closed organization can ignore changes in the
larger environment• Political, technological, economic, etc.
• Sees little need for interaction with its environment
Organizations as Closed Systems
Police Administration (8th Edition)Swanson, Territo, and Taylor
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Organizations as Open Systems
Police Administration (8th Edition)Swanson, Territo, and Taylor
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Interdependence
• Police unions
• Partners
• Events
• Legal framework
• Governing body
• Special interest groups/stakeholders
• Technology
• Other departments
Police Administration (8th Edition)Swanson, Territo, and Taylor
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Two Environmental TheoriesEnvironmen
tal Contingenc
y Theory
Resource Dependenc
y TheoryLeaders must “read the environment”
Decide what type of structure is the “best fit” with the environment being faced
All agencies are dependent on larger environment for their resourcesIdentify their standing compared to other agencies competing for resources
Police Administration (8th Edition)Swanson, Territo, and Taylor
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Inadequate ornon-existent
plans
Insufficient orineffective resources
Cosmology
Chaos Theory
Informationoverload
(politicians,media, etc)
Normal services not
possible
Widespread fear and
uncertaintyInitial lack ofinformation
Bifurcation