Professional Documents
Culture Documents
Theory
Concepts
Concepts
Variables
Hypotheses
Empirical Testing
Principles
Rational-Systems Perspective
(A Contemporary View of Scientific Management) Goals--Organizations exist to attain collective goals Division of Labor for efficiency Specialization for expertise Standardization for routine performance Formalization for uniformity and coordination Hierarchy for unity of command and coordination Span of Control for effective supervision Exception Principle to free superiors from routine Coordination for administrative effectiveness Formal Organization is the official blueprint of the structure that guarantees efficiency and effectiveness. The formal organization is the key to organizational effectiveness.
Henri Fayol-Functions of Administration Planning Organizing Commanding Coordinating Controlling Luther Gulick--Functions of the Executive POSDCoRB
Interdependence is a fact of organizational life. All organizations are open systems whose parts interact and depend on each other and are dependent on their environments.
Contingency Theory Effectiveness is contingent upon matching the situation with the appropriate technique.
There is no one best way to organize, motivate, decide, lead, or communicate-- it depends.
the system.
Outputs
-- the byproduct of the transformation. -- how the system communicates to its parts and the environment.
Feedback
Boundaries
Environment Homeostatis Entropy
Equifinality
Inputs
People
Materials Finances
Throughput [Transformation]
Outputs
Performance Products
Services
Feedback
Individual:
the individual is a key unit in any social system; regardless of position, people bring with them individual needs, beliefs, and a cognitive understandings of the job.
represents the unwritten feeling part of the organizations: its shared values informal power relations that develop spontaneously. the teaching-learning process is the technical core of schools.
Culture:
Politics: Core:
Environment: everything outside the organization; source of inputs. Outputs: Feedback: the products of the organizations, e. g. educated students. communication that monitors behavior.
Inputs
Outputs
R
W. K. Hoy 2003, 2008, 2011
Practical Imperatives
1. Seek and test good explanations in your administrative practice: Be both reflective and guided by evidence. 2. Be prepared for both rational and irrational behavior in schools: Both abound. 3. Cultivate informal relations to solve formal problems: The informal organization is a source of ingenious ideas. 4. Use multiple perspectives to frame school challenges: Framing the problem is often the key to its solution. 5. Engage informal leaders in problem solving: Cooperation between the formal and the informal is a key to success. 6. Be politically astute as you represent the school and its students: Politics is a fact of school life. 7. Encourage both stability and spontaneity as appropriate: Both are essential to good schools. 8. Be responsive to the community: The school is an open system. 9. Cultivate expertise as the basis for solving problems: Knowledge should be the basis of decision making. 10. Harness administration to the facilitation of sound teaching and learning: Teaching and learning is what schools are about.
W. K. Hoy 2003, 2008, 2011