RUIZ, Juby Bernadette R. Dr. Maria Faina L.

Diola
UP-NCPAG 2017-90971
MATRIX OF ORGANIZATION/ADMINISTRATIVE THEORY

CLASSICAL ORGANIZATION NEOCLASSICAL INTEGRATION

THEORY ORGANIZATION THEORY/MODERN
THEORY
FOCUS - The anatomy/structure of formal - Decision making - Concerned with:
organizations 1. 1. Vertical
differentiations/hierarchical levels
of organizational authority and
coordination; and
2. 2. Horizontal differentiations
between organizational units
3. – vs. classical: concern is
individual worker
VALUES/ - To accomplish production- - How to construct - Organizational rationality: to
GOALS related and economic goals theoretical accomplish established objectives
- rational economic principles foundations for an - to increase quality and quantity
(no emotion) applied field. of production
- viewed organization as static - economy, efficiency - Maintenance of dynamic
(unchanging) structures. and effectiveness equilibrium: between the needs of
- economy and efficiency, as well (even stand-alone the organization and the needs of
as politics-administration effectiveness) its employees.
dichotomy * Effective (adj.) – - self-regulation (Cybernatics) –
Adequate to identify problems, do something
accomplish a about them and then receive
purpose; producing feedback to adjust themselves
the intended or automatically.
expected result.
Efficient (adj.) –
Performing or
functioning in the
best possible manner
with the least waste
of time and effort.
- Applying
ideas from business,
economics, politics,
history and social
science
CONCEPT - Timeless and well-established - Introducing - AKA Modern Structural
S/TECHNI - closely resembles military modifications Organization Theory
QUES structures - Herbert Simon: the - organizational chart as a tool
- Traditional PA is founded here science of - systems of defined rules and
- Based on industrial revolution “improved” formal authority
- Mechanical engineering, organizational - specialization and division of
industrial engineering and decision making labor to increase quality and
economic have never changed through quantitive quantity of production
- Goal (i.e. production) can be methods such as - problems in orgs can be solved
achieved through systematic, operations research by changing the structure.
scientific inquiry. and computer - MECHANISTIC AND

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RUIZ, Juby Bernadette R.
UP-NCPAG 2017-90971
MATRIX OF ORGANIZATION/ADMINISTRATIVE THEORY
- Goal (i.e. production) can be
maximized through
specialization and division of
labor.
- all formal organizations are
force multipliers, i.e., they allow
the combined individual efforts to
be far greater than the sum of
their parts. (Adam Smith and the
Pin Factory; proper organization
means that 2+2 is not equal to 4;
it probably equals 100.)
- TAYLORISM:
- by Frederick W. Taylor
- the use of quantitative
scientific method to identify the
“One best way” - series of
methods and organizational
arrangements to increase the
efficiency and speed of
production
- use of time and motion studies
advanced the principle of
understanding the work process
to eliminate stages that cause
wastage and fatigue among
workers in the shop room.
- depression in America in
1930s.
- The Principles of Scientific
Management: “one best way”
: replacing rule of thumb
methods of work with more
scientific methods of measuring
and managing individual work
elements; merit and fitness
: grew out of engineering
- GENERAL THEORY
OF MGT (ADMINISTRATIVE
MGT):
- Henri Fayol (vs.
individual worker), all the
elements necessary to organize
and manage a major corporation
- Universally acceptable to
any type of organization
- Emphasis on managerial
i.e., how to be a manager?
Dr. Maria Faina L. Diola
technology. ORGANIC SYSTEM:
: attacked - stable conditions: traditional
PODSCORB pattern of hierarchy, reliance on
- Study the process formal rules and regulations,
by which admin orgs vertical communications and
make decisions structured decision making
- Sociology: opened (mechanistic)
up the field of - dynamic conditions/
organization theory environment changes rapidly:
(apply it outside the less rigidity, more participation
theory) and more reliance on workers
(organic form)
- SYSTEMS THEORY: complex
set of dynamically intertwined and
interconnected elements, including
its inputs, processes, outputs,
feedback loops, and the
environment in which it operates
and with which it continuously
interacts; multidimensional and
complex in their assumptions
about organizational cause-and-
effect relationships (vs. Classical,
i.e., one-dimensional and
simplistic)
- the use of quantitative scientific
method to identify cause and effect
relationships and to find optimal
solutions (vs. classical re: one best
way)
- often called management science
or administrative science (vs.
scientific/administrative mgt)
- CHAOS THEORY: the tiniest
change in the smallest part of a
system can eventually produce
enormous effects (Butterfly effect)
- LEARNING
ORGANIZATION continually
learning together to improve both
organization and their personal
lives
: five new “component
technologies” (1) personal
mastery-how people approach life
and work; (2) mental models-our
deeply ingrained assumptions or
mental images “that influence how
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RUIZ, Juby Bernadette R. Dr. Maria Faina L. Diola
UP-NCPAG 2017-90971
MATRIX OF ORGANIZATION/ADMINISTRATIVE THEORY

^ division of work, authority we understand the world and how

and responsibility, discipline, we take action”; (3) building
unity of command and direction, shared vision-because “when
subordination of individual to there is a genuine vision . . . people
general interest, remuneration of excel and learn; 4) team learning
personnel, centralization, scalar – assumptions suspended (5)
chains, order, equity, stability of systems thinking
personnel tenure, initiative and
esprit de corps.
- LUTHER GULICK’S
PODSCORB:
- 7 major functions of
managements (every
office must have all of
these/work of an
executive); logical
sequence of steps for
practicing “good”
administration, ideally in
order in which they
should be accomplished:
Planning – outline things need to
be done and methods for doing
them to accomplish the purpose
Organizing – formal structure of
authority through which
subdivisions are arranged,
defined and coordinated for the
defined objective
Staffing - that is the whole
personnel function of bringing in
and training the staff and
maintaining favorable conditions
of work
Directing - that is the continuous
task of making decisions and
embodying them in specific and
general orders and instructions
and serving as the leader of the
enterprise
Coordinating - that is the all
important duty of interrelating the
various parts of the work
Reporting - that is keeping those
to whom the executive is
responsible informed as to what
is going on, which thus includes
keeping himself and his

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RUIZ, Juby Bernadette R. Dr. Maria Faina L. Diola
UP-NCPAG 2017-90971
MATRIX OF ORGANIZATION/ADMINISTRATIVE THEORY

subordinates informed through

records, research, and inspection
Budgeting - fiscal planning
accounting, and control
BUREAUCRACY:
- As all government offices
- All public officials
- General invective
associated with red tape
- Max Weber’s ideal type:
structural arrangement:
functions specified in
writing

SOURCE:

Reyes, Danilo R. (1998). Public Sector Reengineering: Practice, Problems and Prospects.
Philippine Journal of Public Administration, Vol. XLII, Nos. 3 & 4, 184-202.

Shafritz, Jay M., Russell, E. W., and Borick, Christopher P. The Evolution of Management
Organization Theory. Introduction to Public Administration. Second Edition, 2000, pp. 166-
210.

Stillman, Richrd J. II. (2010). The Study of Public Administration in the United States: “The
Eminently Practical Science”. Pubic Administration: Concepts and Cases, 17-29.