The Structure And Behavior Of Public Organizations

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Classical Organizational Theory deals with the “systematic processes necessary to make bureaucracy more efficient and effective.” Two scholars (Weber and Taylor) are credited with the development of classical organization thought. What were the basic arguments articulated by each in their contributions to the development of Classical Organizational Theory?

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The Structure And Behavior of Public Organizations

There are different theories of organization to predict and explain the process and also behavior patterns in an organizational setting. The classical theory views organizations as machines and human beings as parts of the machine. Therefore, classical theorists believed that the efficiency of the organization improves with the efficiency of human beings. Taylor established the scientific theory and Weber established the Bureaucratic theory. The scientific theory is based on using data and human strengths to increase output, while bureaucratic management style focuses on hierarchies and tight job roles. The idea behind Weber`s approach was to have a government bureaucracy of the typeendowed with sufficient legal and political authority to function adequately.

sional model particularly regarding leader-member relations, if the group are familiar and trusting of the leader policy implementation becomes much simpler. Similarly to leadership, understanding and adapting to the situation is key to a leader being able to implement policies that ensure a group work as a team. Teamwork is a product of good leadership, and is again the responsibility of the leader to ensure the group are working successfully together. Highly functioning teams are essential within organisations to increase productivity and member satisfaction, by utilising the talents of all group members effectively within the constraints of the task, personal relationships and the group goals (Pettinger, 2007). Figure 2: Tuckman’s Model of Group Development (Agile Scrum Guide, 2019) Tuckman in his Model of Group Development provides easily identifiable stages that a groups performance can be measured against, making it useful for monitoring performance, Figure 2 shows Tuckman’s model. Ranking group performance against this scale can provide leaders with a clear understanding of how the group are functioning, allowing them to implement policies to change this if performance is unsatisfactory (Pettinger, 2007). Within organisations, the theory can be loosely applied to creating teams by grouping familiar individuals with the aim that they will reach the norming and performing stage of the model quicker. For short and simple tasks this is an extremely effective way of organising groups, due to the increased short term productivity. However there are significant issues with grouping individuals in this manner, particularly when tasks become more complex, and ultimately the model should mainly be used for monitoring the progress of groups (Pettinger, 2007). Figure 3: Belbin’s Team Roles (PrePearl Training Development, 2019) A more functional approach of grouping individuals is to utilise Belbin’s Team Theory (Belbin, 2017). Belbin identifies 9 key roles that must be fulfilled within a group to ensure success, the roles are summarised in Figure 3. The roles cover a wide spectrum of skills that need to be present within a group to ensure success, and becomes essential when tasks are lengthy and complex. Organisations ca

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