1. Managerial-psychologistic: how managers should relate to Emergence of org. characteristics. Industrial: technical division.
employees + how organise job. Scientific management (Taylorism): Org. characteristics: hierarchies, efficiency focus, standardisation,
decompose work, improve efficiency. Thinking from doing. Deskill. manager-worker separation. -> Need of new org. structures. Post-
Incentive pay systems. Fordism: better wages = more consumers. industrial: knowledge work, services, info economy, automation =
Managers manipulate behavior: maximize output /efficiency. Psych. less hierarchies, adaptability focus, collaboration & networks. Org.
humanism: hygiene & motivation factors. Individual motivation, structure = simple pattern who does what, who decides, how
personality, managerial control. Attitudes, leadership style, job people communicate -> make org. predictable. Contingency
satisfaction, psych. needs. Management technique+indiv.psych. theory: effectiveness from fitting characteristics of the org to
Effective managment+motivated individ.. Durkheim human contingencies that reflect situation of org; no one best way: most
relations: org. = social system: norms, values, cohesion. effective depends on situation. Burns&Stalker: major contingency
Autonomous, externally society effects behavior+attitude indiv. factor=external environment. Structure influences performance.
Social underpinnings of cognition. (Over)emphasis on macrolevel. Stable/predictable or turbulence/ uncertainty. Mechanistic: rigid,
Social solidarity+major changes indus.rev. Pre-capitalist: self- hierarchical, highly structured org. Stable, change of market = slow
providing; pre-industrial: specialise; industrial: factories. For output: + predictable, production = stable & demand=predictable. Precise
informal relations, social cohesion, interdependencies, sentiments. accountability. Vertical commands: managers instruct, workers
Behavior: group norms. Informal social relations -> productivity. follow rules + procedures; bureaucratic + scien.manag. strands.
Cooperation & shared meaning. Interactionist-negotiated order: Organic: flexible, decentralized, adaptive. Dynamic environmnt =
restricted by/bend rules. Ongoing interaction + negotiation=order. change fast, uncertainty=high, flexibility & innovation matter more
Indiv.+society =mutually interdependent. Emphasis: (internal) than control. Horizontal consultation: more network than hierarchy.
negotiations. Adjustment. Preserve identity. Transgression, return Org. need to align structure with environm conditions. Mintzberg:
order, powerplay. Meaning-making. Interpretation & adaptation. primary coordination mechanism: how org. coordinate the work of
Reality = socially constructed. 2. Weber social action- many people. Contingency: external environment + operational
institutional: interplay objective=material + subjective=ideas. complexity. Taylor: workers produce, managers steer. Mintzberg:
Modernisation as continuing rationalisation. Org.=rational-legal management -> strategic apex (steer) + middle line (manage),
system. Bureaucracy: fairness+efficiency; hierarchy office holders, operating core = workers. Marx: middle line manager = operating
authority from expertise, rules + procedures. Predictable& stable. core, also an instrument. Support staff: support. Technostructure:
Traditional authority: sanctions, traditions; charismatic: exceptional rationalise = make org more efficient. Machine bureaucracy:
people; rational-legal: legal position&rules. Paradox conseq.: meansstandardisation of work; procedures & rules; efficiency. Good
undermine/defeat ends. Bur.personality: people follow rules strictly technostructure (very important): standardise tasks. Efficiency in
-> rules≠means, but goals (Merton). Efficiency + legitimacy. stable environment. Insistence on loyalty, conformity, obedience.
Institutional: org. conforming to inst. pressures. Org. remain Professional bureaucracy: standardisation of skills (services);
similar/stable. Culture, value-based notions how should be training,certification, professional norms; expertise&service quality.
organised. Legitimacy -> effectiveness + efficiency. Isomorphism: Work ≠ standardised: tasks to difficult, require much training &
coercive = formal + informal pressures by org. they depend on; expertise. High skilled competitive workers. Operating core
mimetic = responses uncertainty -> imitation; normative = prof. operates by itself, don’t need supervisors. Simple structure: direct
same training, so share ideas. Rules, legitimacy, rationality. supervision; personal authority of leader; adaptability. Strategic
Marxian labour process: econ change of dependency. Proletariat& apex + operating core. Small&young org. Dominated by strategic
bourgeoisie = unequal relation, due to modernisation. Owners want apex. Environment that changes a lot: quick decisions, meet demand
survival. Beat competitors, max surplus value, ^efficiency (Taylor). of market. Adhocracy: opposite of bureaucracy: constantly
Repetitive work ≠ fulfilment -> alienated product, coworkers, reforming processes & rules to meet the changing contingency.
themselves. Rationalisation -> exploitation. Deskilling, routinising, Mutual adjustment; collaboration & expertise; innovation&problem
mechanising of jobs. Org. tools of exploitation = power asymmetry. solving. Dynamic configuration of relationships between small
More workers than needed, limited bargaining. Taylor: not enough groups. Operational adhocracy: innovation sits in org. core
workers, pay decent. Power struggles. Weber: interplay ideas & operations, no clear separation between doing the work and
materials, Marx: no ideology doesn’t trump interest, market innovating, innovation work = final output. Administrative
overrides ideology. Control, exploitation, capitalism, Post- adhocracy: administrative / support structure. Operational core =
modern /post structuralist: no objective reality, progress=illusion, more standardised/bureaucratic. Innovation in support staff,
shaping forces of discourse. Org.: people subjugated by language of operating core works. Divisionalised form: standardisation of
modernism. Focus on doubt, continuity, chaos, fragmentation, outputs; achieve performance targets; strategic portfolio control.
unpredictability. Embrace complexity. Polycentrism: having many Have stable, want diversified market. Demands = quite stable. Each
centres of authority/importance. Modernists: control world, org. division is independent & specialised. Communicate through middle
single entity. Post: don’t control world, org. polycentric = line to strategic apex. Missionary org: ideology (shared beliefs/
independent centres of decision making. (Shaping) language values), internalised values. Do something, because they believe
influences & reflects how we act = power. Discourse, language, they should do it, not told. Strong ideological framing, loose
knowledge. 3. Soc.org. = relationship, organise themselves/are structure, identity-driven engagement. Political org: no primary
organised in work org.. how these patterns influence/are influenced coordination; politics & power; internal conflict, unstable alliances,
by action & interaction. Org.= pursue + achieve common objective. ambiguous authority. 4. Structure: regular or persisting patterns of
Pre-capitalist: mechanical solidarity; coordinated by social norms& action that give shape & predictability; what people do in org.
traditions. Pre-industrial: organic solidarity, social division of labor. Culture: set of meanings and values define the appropriate ways to
employees + how organise job. Scientific management (Taylorism): Org. characteristics: hierarchies, efficiency focus, standardisation,
decompose work, improve efficiency. Thinking from doing. Deskill. manager-worker separation. -> Need of new org. structures. Post-
Incentive pay systems. Fordism: better wages = more consumers. industrial: knowledge work, services, info economy, automation =
Managers manipulate behavior: maximize output /efficiency. Psych. less hierarchies, adaptability focus, collaboration & networks. Org.
humanism: hygiene & motivation factors. Individual motivation, structure = simple pattern who does what, who decides, how
personality, managerial control. Attitudes, leadership style, job people communicate -> make org. predictable. Contingency
satisfaction, psych. needs. Management technique+indiv.psych. theory: effectiveness from fitting characteristics of the org to
Effective managment+motivated individ.. Durkheim human contingencies that reflect situation of org; no one best way: most
relations: org. = social system: norms, values, cohesion. effective depends on situation. Burns&Stalker: major contingency
Autonomous, externally society effects behavior+attitude indiv. factor=external environment. Structure influences performance.
Social underpinnings of cognition. (Over)emphasis on macrolevel. Stable/predictable or turbulence/ uncertainty. Mechanistic: rigid,
Social solidarity+major changes indus.rev. Pre-capitalist: self- hierarchical, highly structured org. Stable, change of market = slow
providing; pre-industrial: specialise; industrial: factories. For output: + predictable, production = stable & demand=predictable. Precise
informal relations, social cohesion, interdependencies, sentiments. accountability. Vertical commands: managers instruct, workers
Behavior: group norms. Informal social relations -> productivity. follow rules + procedures; bureaucratic + scien.manag. strands.
Cooperation & shared meaning. Interactionist-negotiated order: Organic: flexible, decentralized, adaptive. Dynamic environmnt =
restricted by/bend rules. Ongoing interaction + negotiation=order. change fast, uncertainty=high, flexibility & innovation matter more
Indiv.+society =mutually interdependent. Emphasis: (internal) than control. Horizontal consultation: more network than hierarchy.
negotiations. Adjustment. Preserve identity. Transgression, return Org. need to align structure with environm conditions. Mintzberg:
order, powerplay. Meaning-making. Interpretation & adaptation. primary coordination mechanism: how org. coordinate the work of
Reality = socially constructed. 2. Weber social action- many people. Contingency: external environment + operational
institutional: interplay objective=material + subjective=ideas. complexity. Taylor: workers produce, managers steer. Mintzberg:
Modernisation as continuing rationalisation. Org.=rational-legal management -> strategic apex (steer) + middle line (manage),
system. Bureaucracy: fairness+efficiency; hierarchy office holders, operating core = workers. Marx: middle line manager = operating
authority from expertise, rules + procedures. Predictable& stable. core, also an instrument. Support staff: support. Technostructure:
Traditional authority: sanctions, traditions; charismatic: exceptional rationalise = make org more efficient. Machine bureaucracy:
people; rational-legal: legal position&rules. Paradox conseq.: meansstandardisation of work; procedures & rules; efficiency. Good
undermine/defeat ends. Bur.personality: people follow rules strictly technostructure (very important): standardise tasks. Efficiency in
-> rules≠means, but goals (Merton). Efficiency + legitimacy. stable environment. Insistence on loyalty, conformity, obedience.
Institutional: org. conforming to inst. pressures. Org. remain Professional bureaucracy: standardisation of skills (services);
similar/stable. Culture, value-based notions how should be training,certification, professional norms; expertise&service quality.
organised. Legitimacy -> effectiveness + efficiency. Isomorphism: Work ≠ standardised: tasks to difficult, require much training &
coercive = formal + informal pressures by org. they depend on; expertise. High skilled competitive workers. Operating core
mimetic = responses uncertainty -> imitation; normative = prof. operates by itself, don’t need supervisors. Simple structure: direct
same training, so share ideas. Rules, legitimacy, rationality. supervision; personal authority of leader; adaptability. Strategic
Marxian labour process: econ change of dependency. Proletariat& apex + operating core. Small&young org. Dominated by strategic
bourgeoisie = unequal relation, due to modernisation. Owners want apex. Environment that changes a lot: quick decisions, meet demand
survival. Beat competitors, max surplus value, ^efficiency (Taylor). of market. Adhocracy: opposite of bureaucracy: constantly
Repetitive work ≠ fulfilment -> alienated product, coworkers, reforming processes & rules to meet the changing contingency.
themselves. Rationalisation -> exploitation. Deskilling, routinising, Mutual adjustment; collaboration & expertise; innovation&problem
mechanising of jobs. Org. tools of exploitation = power asymmetry. solving. Dynamic configuration of relationships between small
More workers than needed, limited bargaining. Taylor: not enough groups. Operational adhocracy: innovation sits in org. core
workers, pay decent. Power struggles. Weber: interplay ideas & operations, no clear separation between doing the work and
materials, Marx: no ideology doesn’t trump interest, market innovating, innovation work = final output. Administrative
overrides ideology. Control, exploitation, capitalism, Post- adhocracy: administrative / support structure. Operational core =
modern /post structuralist: no objective reality, progress=illusion, more standardised/bureaucratic. Innovation in support staff,
shaping forces of discourse. Org.: people subjugated by language of operating core works. Divisionalised form: standardisation of
modernism. Focus on doubt, continuity, chaos, fragmentation, outputs; achieve performance targets; strategic portfolio control.
unpredictability. Embrace complexity. Polycentrism: having many Have stable, want diversified market. Demands = quite stable. Each
centres of authority/importance. Modernists: control world, org. division is independent & specialised. Communicate through middle
single entity. Post: don’t control world, org. polycentric = line to strategic apex. Missionary org: ideology (shared beliefs/
independent centres of decision making. (Shaping) language values), internalised values. Do something, because they believe
influences & reflects how we act = power. Discourse, language, they should do it, not told. Strong ideological framing, loose
knowledge. 3. Soc.org. = relationship, organise themselves/are structure, identity-driven engagement. Political org: no primary
organised in work org.. how these patterns influence/are influenced coordination; politics & power; internal conflict, unstable alliances,
by action & interaction. Org.= pursue + achieve common objective. ambiguous authority. 4. Structure: regular or persisting patterns of
Pre-capitalist: mechanical solidarity; coordinated by social norms& action that give shape & predictability; what people do in org.
traditions. Pre-industrial: organic solidarity, social division of labor. Culture: set of meanings and values define the appropriate ways to
