© 2011 Delmar, Cengage Learning

Part II
Organizational Perspectives

Chapter 5
Contemporary Organizational Theories and Management Systems

© 2011 Delmar, Cengage Learning

Learning Objectives

Understand how contemporary management theories differ from classical organizational theory.

Know the three events that served as the foundation of human relations theory.

Understand systems theory and the components of the police system.

Discuss total quality management and how it applies to modern police departments and community policing.

Know the various structures that are used in police departments.

© 2011 Delmar, Cengage Learning

Introduction

• Mechanistic organization
• Fairly inflexible
• Characterized by hierarchy, formalization, and centralized authority
• Organic organization
• More open
• Allow employees greater input and responsibility in decision making, especially at the lower levels in the organization
• Supposedly more responsive to community needs

© 2011 Delmar, Cengage Learning

Human Relations Organizational Theory

• Management engaged in a social process that combines techniques and people to mutually benefit the organization and the employee
• Managers spend a substantial amount of time dealing with human problems
• Functions of the Human Relations Organizational Theory:
• Motivates people to higher performance
• Helps us understand people and their relationship to work
• Helps people reach their fullest potential

© 2011 Delmar, Cengage Learning

The Genesis of Human
Relations Theory

• Hawthorne Experiments: Lighting/Mgmt attentive to workers
• Signaled a need for management to harness worker energy and ideas so that management and workers could mutually benefit
• Maslow’s Hierarchy of Needs theory of motivation
• Identified a hierarchy of five levels of employee needs
• As one level of need is satisfied, it is no longer a motivator; managers must find other ways of motivating employees.
• Douglas McGregor’s Theory X and Theory Y
• Theory X implied that managers must constantly control, punish, and manipulate employees.
• Theory Y depicted a worker who was willing to work and failed to be productive only when management failed to provide the proper work atmosphere.

© 2011 Delmar, Cengage Learning

© 2012 Delmar Cengage Learning

© 2011 Delmar, Cengage Learning

Human Relations Philosophy

• Workers are viewed as whole individuals.
• Managers are required to use their experience and intuition from an interdisciplinary perspective.
• Higher productivity and greater human satisfaction require employee participation in the organization.
• Communication is the nervous system of the organization.
• The employee has a job-oriented role and an informal group-oriented role.
• Cooperation in the form of teamwork is an indispensable management practice if the organization is to survive.
• Employees are diversely motivated.
• The work situation is a complex social system of interrelated elements.
• Human relations management skills can be developed.

© 2011 Delmar, Cengage Learning

Participatory Management

• Allows subordinates to participate in making and planning their own responsibilities and the operation of their own units
• Usually encouraged in matters affecting the officer’s job performance
• When subordinates’ feelings, concerns, and ideas are expressed to their supervisors, the process of management is improved.

© 2011 Delmar, Cengage Learning

Contributions of the Neoclassical or Human Relations Model

• The introduction of behavioral sciences in an integrated fashion into the theory of organization
• Showed the informal organization’s influence on the formal structure of organizations
• People have an effect on management and their organization.

© 2011 Delmar, Cengage Learning

Weaknesses of the Neoclassical or Human Relations Model

• Informal groups are uncommon as a natural occurrence in organizations.
• The majority of workers do not belong to informal groups.
• People cannot function without some level of structure.
• Research found that a reward system required both monetary and social components.

© 2011 Delmar, Cengage Learning

Bridging Classical and Human Relations Theories

• Mixed Structures
• Contingency Theory

© 2011 Delmar, Cengage Learning

Mixed Structures

• Mechanistic or traditional structures
• Appropriate work settings where repetitive tasks are performed
• Organic systems
• Appropriate for nonrepetitive work environments
• Long-linked technology
• Process by which individual work groups contribute a part to the total

© 2011 Delmar, Cengage Learning

Contingency Theory

• Advises that organizations are embedded in an environment
• The environment places demands and pressures on the organization, resulting in change in operations and structure.
• Institutional theory
• Organizations change not to be more effective, but to give the appearance of effectiveness.

© 2011 Delmar, Cengage Learning

The Systems Model of Organizational Management

• Emphasizes the relationship between the police agency and its environment
• Concentrates on the parts, not the whole
• Emphasizes open construction of organizations
• Focuses on organizational processes and outcomes
• Attempts to mediate between classical and human relations approaches

© 2011 Delmar, Cengage Learning

Characteristics of an Open System

• Environmental awareness and importation of energy and resources
• Conversion of energy into goods and services
• Outputs
• Cyclical character of processes
• Negative entropy (Not disorganized)
• Feedback
• Functional steady state or dynamic homeostasis
• Movement toward growth and expansion
• Equifinality

© 2011 Delmar, Cengage Learning

Total Quality Management

• A management orientation that ensures the organization and its members are committed to continuous improvement and to completely meeting customer needs.
• To achieve maximum effectiveness:
• Services must be of the highest quality.
• Quality is the overarching objective.
• Customers’ opinions should be the chief determinant of quality.
• The client is the reason the organization exists in the first place.
• Culture, customers, counting.

© 2011 Delmar, Cengage Learning

Organizational Structure and
Police Administration

• Vertical Structure
• Used by traditionally organized police departments
• Specialized units operate independently from other units
• Control and communication comes from chains of command
• Decision making is centralized by upper echelons of department
• Matrix Structure
• Separate operations are decentralized across geographic areas
• Driven by geographical area and workload

© 2011 Delmar, Cengage Learning

Organizational Structure and
Police Administration (cont.)

• Horizontal Structure
• Activities are organized around core processes
• Substantially reduces levels of hierarchy and bureaucracy
• Team Structure
• Use permanent and temporary teams to solve problems and deliver services
• Community policing has resulted in some departments adopting team arrangements