Hierarchal Authority Structure

Brief analysis of all four theoretical concepts:

Scientific management laid the foundation for the task and based on specialization and staffing. It is a science of studying the work in detail and formulating the task to get the job done. Management plan out the work in advance, how the work needs to get done and the exact time allowed to do it. Also, known as a bottom-up approach since the work process was the starting point for managing tasks, and there is an incentive for the task done right and within the time limit specified.

The administrative theory is a top-down approach based on coordination and specialization. Coordination is represented as a pyramid structure and specialization is grouping organizational activities effectively within

The definition of an organization's formal structures holds the basis of its strategy and implementation activities, and the structure is central to the organization's ability to achieve its goals. The hierarchal authority structure is to design for use on a large scale in both private and public sectors.

Various structures of organizations hold the basis on the causes of hierarchy like the size of the groups, specialization, and complexity of tasks, conflict management, dependency on management, and class struggles.

“Weber’s thoughts are based on demands on the individual employee from an assumption that the individual employee cannot escape the apparatus in which he is fastened” (Laegaard & Bindslev, 2006). The drawback of the bureaucracy model is that superiors provide the directives and the subordinates carry out the tasks, but in reality, subordinates are often able to decide independently efficiently and understand organizations and its tasks far better than their superiors. In these scenarios, the model will fail.

How these concepts impacted the development of the current organizational

The study notes that current strategic organizations build on behavioral views of bounded rationality.

Organizations differ in a wide range, and the new organization theory expands the views on unifying these visions.

References:

Laegaard J. & Bindsley M. (2006). Organizational Theory. Ch.2: “The focus on task performance and structure”. Retrieved 2018 Feb 07 from https://my.uopeople.edu/pluginfile.php/248582/mod_resource/content/1/TEXT%20Organizational%20Theory.pdf

Taylor F.W. (1910). The Principles of Scientific Management. Ch.2: “The Principles of Scientific Management” excerpts. Retrieved 2018 Feb 07 from http://nationalhumanitiescenter.org/pds/gilded/progress/text3/taylor.pdf

Dugger W.M. (1980 June). Corporate Bureaucracy: The Incidence of the Bureaucratic Process. Vol 14, No.2. Retrieved 2018 Feb 07 from https://www.jstor.org/stable/pdf/4224928.pdf?refreqid=excelsior%3A0046c2b9c339e42b6d6693695d3add29

Augier M. & Sarasvathy S.D. (20014 May). Integrating evolution, cognition and design: extending Simonian perspectives to strategic organization. Vol.2, No.2. Retrieved 2018 Feb 07 from