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FROM PROFESSOR Welcome to week four's presentation on the classics of organization theory. As you know, the foundation of public organizations is based on a classical theory going back to the theory of scientific management during the days of the Industrial Revolution and the changes that were taking place in organizations at that time. There are basically three theories of organizations. The first is the classical theory, which is related to a system of activities in an organization. The people within those organizations, how they move together, tour to go, and authority or hierarchy in terms of leadership. Neoclassical theory is the next stage which is more functional, more scaler, more related to line and staff in terms of the hierarchy and the roles and responsibilities in that hierarchy, and then span of control. And then the third theory of organization is a more systems R3, which is based on the individual's role, the small groups, and the setting itself where it takes place. Classic organization theory. Basically, there are two perspectives. Number one, the earliest perspective by Henri Fayol is scientific management. The next perspective is administrative management. Frederick Taylor is in Luther ghoulish, probably the two most known in that perspective of classical organization theory. What are the principles of classical organization theory? You have the principle of hierarchy. That each lower office is really under their control and supervision of an office that's higher than them. You have labor that's divided based on a worker specialization. And they're limited number of responsibilities. And it's governed by policies and procedures that help direct.org admin section. You also have written administrative acts. There is authority, your organization based on that hierarchy. And when you sit in that hierarchy, and that people that work within that Pocock organization a hard based on their training and their qualifications. The major contributions to classical organization theory, the scientific management, which is the management of work and workers, was espoused by Frederick Taylor. Administrative management addresses issues related to how to organization. Structure involved there is Henri Fayol lead to Google that Max Vaber is the father of bureaucratic bureaucratic organizations. And Chester Barnard, who has written on the structure of public organizations. Frederick Taylor, basically, he undertook time motion studies and studied the productivity of the workers. This form of organization or classical organization that's very, very impersonal because it relates to, to workers themselves. But the work that they do. He's more interested in how efficient because workers can be and how much they can actually produce. The key points as scientific management, job analysis, selection of personnel, cooperation by managers with workers, and supervision in terms of plan and organize and decision-making activities. They grew, lick establi ...
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NONPROFIT MANAGEMENT & LEADERSHIP, vol. 17, no. 2, Winter 2006 © 2006 Wiley Periodicals, Inc. 137 Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/nml.139 SPECIAL ISSUE INTRODUCTION The Centrality of Values, Passions, and Ethics in the Nonprofit Sector Joyce Rothschild, Carl Milofsky N ONPROFIT ORGANIZATIONS are grounded in their members’ values and passions and sustained by the bonds of trust that develop within and between them. They are the organiza- tional expression of their members’ ethical stance toward the world: nonprofit organizations, by way of their very existence and practices, convey a public statement of what their members see as a better, more caring, or more just world. This is why they come into being in the first place. Business firms, by way of contrast, are fueled by a profit motive. If market opportunities take them away from their original products or services and toward some new product line, this is accepted and even considered a sign of good management so long as returns on equity improve and profit accumulation grows. Public agencies are guided by statutory dictate: laws that are passed and signed by representatives of the electorate. Nonprofit organizations have neither of these limitations or anchors. They are born of human needs perceived but not served by existing markets or government statute. To understand the nonprofit sector, we must understand the substantive values and ethics that people hold—that is, the qualities of life they want to realize that are not being achieved through profit- seeking or governmental organizations. Once we remind ourselves of the substantive values that give rise to nonprofit efforts, we can begin to grasp the more involving, dis- cursive, and democratic form of organization that the nonprofit sec- tor invites. Indeed, part of what people may want to accomplish in nonprofit organizations may have as much to do with constructing an authentically democratic form of organization in which ordinary people get to practice democracy and voice as it does with the desire to achieve specific goals (Rothschild and Whitt, 1986). As such, the processes of the organization may prove to be as important to the participants as the goals, and this may be an equally important Nonprofit Management & Leadership DOI: 10.1002/nml 1 3 8 R O T H S C H I L D , M I L O F S K Y way in which nonprofit organizations distinguish themselves from for-profit or state agencies. In a world of resource scarcity, however, and as they age, non- profit organizations have been noted to become more bureaucratic and to adopt practices and goals indistinguishable from those in their environment (Wood, 1992). They may come to sell products and services in a market, just as for-profit enterprises do. They have been known to accept grants that are attractive and available but do not fit their mission. They are subject to the pressures of organizational isomorphism (DiMaggio and Po.
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Marel Q1 2024 Investor Presentation from May 8, 2024
Marel Q1 2024 Investor Presentation from May 8, 2024
Marel
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Dr. Admir Softic_ presentation_Green Club_ENG.pdf
Dr. Admir Softic_ presentation_Green Club_ENG.pdf
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Falcon Invoice Discounting: Unlock Your Business Potential
Marel Q1 2024 Investor Presentation from May 8, 2024
Marel Q1 2024 Investor Presentation from May 8, 2024
Bureaucratic Process
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