BUREAUCRACY

1. BUREAUCRACY RED TAPE VS. IDEAL TYPE

2. BUREAUCRACY Weber Focused on the trend of rationalization 1970’s Concerned with the operation and expansion of large-scale enterprises Public and private sectors of modern societies

3. BUREAUCRACY Weber Bureaucratic coordination of human action is the distinctive mark of modern social structures Developed the characteristics of an ideal-type bureaucracy Goal-oriented organizations designed according to rational principles in order to efficiently attain their goals

4. BUREAUCRACY Weber Ideal-type bureaucracy Hierarchy of authority  Impersonality  Written rules of conduct  Promotion based on achievement  Specialized division of labor  Efficiency 

5. BUREAUCRACY Hierarchy of authority  Offices are ranked in a hierarchical order Information flowing up the chain of command Directives flowing down

6. BUREAUCRACY Hierarchy of authority  Supervision of the lower offices by the higher ones Offers the governed the possibility of appealing the decision of a lower office to its higher authority, in a definitely regulated manner.

7. BUREAUCRACY Impersonality  Operations of the organizations are characterized by impersonal rules   Explicitly state duties, responsibilities, standardized procedures and conduct of office holders Written rules of conduct Public monies and equipment are divorced from the private property of the official

8. BUREAUCRACY Promotion based on achievement - Appointments to these offices are made according to specialized qualifications rather than ascribed criteria Specialized division of labor - Offices are highly specialized Efficiency - All of these ideal characteristics have one goal, to promote the efficient attainment of the organization's goals

9. BUREAUCRACY Described bureaucracy as an "ideal type" in order to more accurately describe their growth in power and scope in the modern world The bureaucratic coordination of the action of large numbers of people has become the dominant structural feature of modern societies

10. BUREAUCRACY BUREAUCRACY Elwell, Frank, 1996, The Sociology of Max Weber, Retrieved August 4, 2007, http://www.faculty.rsu.edu/~felwell/Theorists/Weber/Whome.htm

11. ORGANIZATIONAL POLITICS Informal approachesto gaining power through means other than merit or luck. Meaning gradually shifting toward a more positive view. Advocating for your interests in a way that meets your and your company’s interests. Political skill is an interpersonal style that combines social awareness with ability to communicate well.

12. ORGANIZATIONAL POLITICS By definition, politics is used to acquire power. Practicing politics increases your options for effective results.

13. ORGANIZATIONAL POLITICS Factors that contribute to political behavior Organizational Pyramid – each successive layer has less power. Subjective performance standards – fosters political behavior Environmental turbulence – uncertainty breeds political behavior Emotional insecurity – insecurity breeds political behavior

14. ORGANIZATIONAL POLITICS Machiavellian tendencies – some like to manipulate others for personal advantage. The Prince – amoral, manipulating tyrant who wanted to restore Florence to power. Tendencies measured in the Organizational Politics Questionnaire

15. ORGANIZATIONAL POLITICS Sampling of ethical political behaviors Strategies to gain power Strategies to build relationships Strategies aimed to avoid political blunders Political skill as a constructive force. Interpersonal style manifests itself in being socially astute and engaging in behaviors that lead to feelings of confidence, trust, and sincerity.

16. ORGANIZATIONAL POLITICS Strategies to gain power Develop power contacts – becoming more social Control vital information – knowledge of whom to contact Stay informed – befriend the president’s assistant Control lines of communication - befriend the president’s assistant

17. ORGANIZATIONAL POLITICS Strategies to gain power Bring in outside experts – consultant reinforces Make a quick showing – display quick, dramatic results Everyone expects to be paid back – Be the first to accept reasonable changes -

18. ORGANIZATIONAL POLITICS Strategies to gain power “…as a career building tool, the slow and steady (and subtle) amassing of power is the surest road to success.” Tom Peters

19. ORGANIZATIONAL POLITICS Strategies to build relationships Display loyalty – tenure. Works best in traditional organization Manage your impression – speak well, present ideas coherently Ask satisfied customers to contact your boss – purer motivation Be courteous, pleasant, and positive – first to be hired, last to be fired.

20. ORGANIZATIONAL POLITICS Strategies to build relationships Ask advice - transmit message of trust Send thank-yous – “The powerof a thank you (note or otherwise) is hard - make that impossible – to beat.” Tom Peters Flatter others sensibly – tell another that you are impressed by something he/she has accomplished.

21. ORGANIZATIONAL POLITICS Strategies aimed to avoid political blunders Criticizing the boss in a public forum Bypassing the boss Declining an offer from top management Putting your foot in your mouth – don’t be needlessly tactless Not conforming to the company dress code -

22. ORGANIZATIONAL POLITICS Unethical Tactics Any tactic in the extreme can be unethical Devious tactics ultimately lower credibility Backstabbing – Embrace or demolish – remove the wounded Setting a person up for failure – Divide and rule – Turf wars – information, relationships, authority

23. ORGANIZATIONAL POLITICS Unethical Tactics Creating then resolving a false catastrophe

24. ORGANIZATIONAL POLITICS Study of 1,370 employees 4 organizations Perceptions of political behavior correlated with: Less organizational commitment Stronger turnover intention

25. ORGANIZATIONAL POLITICS Controlling dysfunctional politics Avoid favoritism Set good example at top Goal congruence Hire people with integrity

26. RELATIONSHIPS WITH SUPERIOR Superiors and subordinates with good relationships have less conflict. Two way street Subordinate’s and Superior’s success are interdependent

27. RELATIONSHIPS WITH SUPERIOR Understand superior’s world Goals and objectives Complement weaknesses Orient new superior Keep informed about critical issues

28. RELATIONSHIPS WITH SUPERIOR Adapt to superior’s style Subordinates responsibility to adapt Clarify role expectations Honesty and integrity

29. RELATIONSHIPS WITH PEERS Recognize common interests and goals – Referent power – participate in social activities Understand Peer’s tasks, problems, and rewards – Lend a hand. Give a compliment Practice a Theory Y Attitude

30. DELEGATION Why it is important Frees time for other activities Develops followers Strengthens the organization

31. DELEGATION Why it is avoided Takes too much time Risky Job will not be done as well (perfectionism) Dual accountability Task is desirable Others are already too busy

32. DELEGATION Principles of Effective Delegation Decide what to delegate Decide whom to delegate to Make assignment clear and specific Assign objective not procedure Allow autonomy but monitor performance Give credit, not blame

33. DELEGATION Principles of Effective Delegation Decide what to delegate ID present activities Estimate time spent (log) Do activities justify time? Delegate/Eliminate

34. LEADERSHIP & VALUES Managers do things right Leaders do the right things What are the right things? Moral dimension of leadership Leaders who do not behave ethically do not demonstrate true leadership. Burns

35. TRUST Four qualities of leadership that engender trust: Vision pull people together thru shared beliefs & common sense of purpose Empathy – understand world as we see and experience it Consistency – evolutionary change based on new evidence Integrity – commitment to higher principles

36. FUNDAMENTAL ASSUMPTIONS McGregor Two views of human nature Theory X – pessimistic view of others People are lazy and unmotivated slackers Theory Y – optimistic view of others People are industrious and motivated to do well

37. FUNDAMENTAL ASSUMPTIONS McGregor Theory X – Manager’s job is to neutralize workers’ laziness and irresponsibility Rely on coercive, external control methods Pay, discipline, punishments, & threats

38. FUNDAMENTAL ASSUMPTIONS McGregor Theory Y – Manager’s job is to facilitate and trust workers Hall & Donnell (1979) 5 studies involving >1200 mgrs. Mgrs who had Theory X attitudes tended to be lower achieving

39. VALUES Constructs representing generalized behaviors or states of affairs that are considered by the individual to be important. Rokeach A value is an enduring belief that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode or end-state of existence.

40. VALUES Rokeach We work toward what we value. Our values guide our behavior. Terminal Values – desired end states or goals that we wish to ultimately achieve Instrumental Values – modes of behavior by which we achieve desired ends .

41. VALUES Massey Value Programming – each person’s values reflect the contributions of diverse inputs such as family, peers, the educational system, religion, media, science and technology, geography, and current events These broad forces create a common value system. Generation gap

42. VALUES Massey Generational Differences The Veterans (1922-1943) Great Depression and WWII. Wealth of lore and wisdom. Stabilizing force. Good old days The Baby Boomers (1942-1960) Social protests, new lifestyles, anti-establishment. Graying. Concerned with level playing field, humanity to the workplace.

43. VALUES Massey Generational Differences The Gen Xers (1960-1980) – Watergate, energy crisis, corporate downsizing. Latch Key kids. Tech savvy, entrepreneurial, skeptical of hierarchies. No faith in job security. Free agency.

44. VALUES Massey Generational Differences The Nexters (1980 +) – Soccer moms’ and little league dads’ kids. Doubt the wisdom of traditional racial and sexual categorizing. Rich with opportunities. Internet pen pals in China.

45. FOUNDATIONS OF LEADERSHIP Values, Interests, Motives, Goals Personality Traits Intelligence Foundation to other leadership attributes. Relatively enduring and permanent.

46. VALUES & LEADERSHIP Values affect leaders’ perceptions Values affect solutions generated Values affect interpersonal relationships Values influence perceptions of individual and organizational successes Basis to distinguish right from wrong Values affect the extent to which leaders accept or reject organizational pressures and goals

47. KEY WORK VALUES Recognition – stand out Power – competition Hedonism – fun Altruistic – help others Affiliation – working with others Tradition – family values Security – avoid risk Commerce – financial success Aesthetics – artistic expression Science – analyze data

48. PRINCIPLE-CENTERED LEADERSHIP Covey Fundamental interdependence between leadership levels: Personal – be a trustworthy person Interpersonal – relationships require trust Managerial – empowerment requires trust Organizational – creativity and productivity flow from trust and support

49. MORAL THINKING V ACTING Bandura Moral Justification - reinterpreting immoral behavior in terms of a higher purpose Euphemistic labeling – cosmetic word use Advantageous comparison – look at them Displacement of responsibility – following orders Diffusion of responsibility – other act same way

50. MORAL THINKING V ACTING Distortion of consequences – bureaucracies isolate decision makers Dehumanization Attribution of blame – claim others caused the actions Darley’s Law – Ethical problems are almost inherent in systems designed to measure performance.