Organization ManagementOrganizationOrganization (cont)ManagementAdministrationOrganizational StructurePOSDCoRBStructural DimensionsContextual ExplanationsOrganizational ProcessesOrganizational Processes (cont)Bureaucracy – (Weber)Organizational PrinciplesClassical Theory (X)Classical Theory (cont)Principles of Classical Organizational TheorySlide 17Theory XHuman Relations (Y)Maslow’s Hierarchy of NeedsParticipative ManagementTheory YTheory Y (cont)Systems TheorySystem TheoriesOrganization Organization ManagementManagementOrganizational Principles Organizational Principles and Police Agency and Police Agency ManagementManagementOrganizationOrganizationcollectivity of elements with a collectivity of elements with a relatively identifiable relatively identifiable boundary, a normative order boundary, a normative order (rules) ranks of authority (rules) ranks of authority (hierarchy), communications (hierarchy), communications systems, and membership systems, and membership coordinating systems coordinating systems (procedures)(procedures)Organization (cont)Organization (cont)this collectivity exists on a this collectivity exists on a relatively continuous basis, in an relatively continuous basis, in an environment, and engages in environment, and engages in activities that are usually related activities that are usually related to a set of goals; the activities to a set of goals; the activities have outcomes for organizational have outcomes for organizational members, for the organization members, for the organization itself, and for societyitself, and for societyManagementManagementthe achievement of goals the achievement of goals through the use of resources and through the use of resources and activities - the ways in which the activities - the ways in which the processes occur within the processes occur within the structure - often used to refer to structure - often used to refer to private-sectorprivate-sector organizations organizationsAdministrationAdministrationoften used to refer to “public-often used to refer to “public-sector” organizationssector” organizationsAlso referred to as the process of Also referred to as the process of POSDCoRBPOSDCoRBOrganizational StructureOrganizational Structurethe distributions, along various the distributions, along various lines, of people among social lines, of people among social positions that influence the role positions that influence the role relations among these peoplerelations among these peoplea complex medium of control a complex medium of control which is continually produced which is continually produced and recreated in interaction and and recreated in interaction and yet shapes that interactionyet shapes that interactionPOSDCoRB POSDCoRB PlanningPlanningOrganizingOrganizingStaffingStaffingDirectingDirectingCoordinatingCoordinatingReportingReportingBudgetingBudgetingStructural DimensionsStructural DimensionsComplexityComplexity–Horizontal differentiationHorizontal differentiation–Vertical differentiationVertical differentiation–Geographical dispersionGeographical dispersionFormalizationFormalizationCentralization CentralizationContextual ExplanationsContextual ExplanationsSizeSizeTechnologyTechnologyInternal CultureInternal CultureThe EnvironmentThe EnvironmentOrganizational ProcessesOrganizational ProcessesPower - capacity to control the behavior of Power - capacity to control the behavior of othersothers–AuthorityAuthority–InfluenceInfluenceLeadership - ability, based on the personal Leadership - ability, based on the personal qualities of the “leader”, to elicit the qualities of the “leader”, to elicit the follower’s voluntary compliance in a broad follower’s voluntary compliance in a broad range of matters.range of matters.Decision-making - making a choice from Decision-making - making a choice from among a set of optionsamong a set of options–Strategic - those made at or near the “top” of Strategic - those made at or near the “top” of the organizationthe organizationOrganizational Processes (cont)Organizational Processes (cont)Communications - transfer of Communications - transfer of information from one person to information from one person to another with the purpose of another with the purpose of affecting behavioraffecting behaviorChange - differences over timeChange - differences over time–Life cycle - constant shifting of interests Life cycle - constant shifting of interests and conditionsand conditions–Developmental - planned actions Developmental - planned actions directed at achieving selected out directed at achieving selected outBureaucracy – (Weber)Bureaucracy – (Weber)division of labordivision of laborspecialization of functionspecialization of functionwell-defined hierarchy of authoritywell-defined hierarchy of authoritysystem of rules, regulations & system of rules, regulations & proceduresproceduresimpersonalityimpersonalityselection/promotion based on selection/promotion based on technical competencetechnical competenceOrganizational PrinciplesOrganizational PrinciplesClassical Organizational TheoryClassical Organizational Theory–Theory XTheory XHuman Relations TheoryHuman Relations Theory–Theory YTheory YSystems TheorySystems TheoryClassical Theory (X)Classical Theory (X)HierarchyHierarchySpecializationSpecializationProcedural GuidelinesProcedural GuidelinesFormalizationFormalizationPosition based authorityPosition based authorityExpertise basedExpertise basedEmployees economically motivated Employees economically motivatedClassical Theory (cont)Classical Theory (cont)Communities began to question police Communities began to question police performance and practices in a number of performance and practices in a number of areas (community relations, effectively deal areas (community relations, effectively deal with problems not just respond to calls, with problems not just respond to calls, etc.)etc.)Police began to question the quasi-military Police began to question the quasi-military organizational structure and its repressive organizational structure and its repressive consequences on everyday life.consequences on everyday life.Employees and employee organizations Employees and employee organizations have influenced organizational views of have influenced organizational views of classical