Charles Perrows Technology - Coursework Example

UNIVERSITY’S NAME SUBMITED BY NAME TUTOR DATE Perrow’s Technology Technology is an essential factor in incident theories. Charles perrow is an American sociologist who came up with a scheme of classification entailing knowledge which could be of great essence to technology operations. Perrow’s scheme stated that the type of technology selected by a particular organisation is relevant in determining a business effective structure and also its success in the market. He used to scopes to develop his typology, this is task variability and task analysability. Task variability refers to the number of exceptions that an employee encounters in his/her day to day activity whereas task analysability refers to the degree in which the search activity can solve a problem. Users of the technology invented by Perrow are able to manage exceptions easily by the use of analytical methods rather than relying on their imaginations. The technology categories are divided into four. These are the routine, craft. Engineering and non-routine Technology Types by Perrow The perrow’s technology categories are divided into four, these is the routine category, craft, engineering and lastly the non-routine category, Craft is categorized by its inability to have exceptions and having unpredictable results that is very difficult to analyse. An applied craft technology is a constructed work that requires drafting of new designs in order to solve problems Another category that is characterised by having many exceptions is referred to as engineering. It consists of standard and suitable procedures that provide explanations to problems. Engineering technique is mostly used by laboratory technicians and engineers Routine is characterised by its lack of exceptions, tradition manufacturing technologies like assembly line is an example of this routine. Non-routine is characterised by having a lot of exceptions and poor abilities, here there is frequent appearing of problems which has no solutions, an example of this technique is the commercial space engineering Perrow stressed on the importance of having diversified technology in an organisation for high prediction of uncertainty in a particular organisation. Unitarism and Pluralism A managerialist attitude that views every individual in an organisation as of importance and his/ her presence has a particular purpose, and each member of the organisation should work together and share the objectives regardless of the position is referred to as unitarism Pluralism on the other hand tends to believe that for the success of a business, individuals must be divided into various departments of people with similar interest and qualifications. Differences between Unitarism and Pluralism The following are factors that differentiate unitarism and pluralism in any form of an organisation for effective performances Unitarism is of the belief that states that the management and the working staff of a given organisation should combine efforts and work together for the good of the company whereas pluralism is of the belief that for a company to best achieve it should acknowledge the different requirements for various departments Unitarism acknowledges the fact there must be similar agendas for both the management and the workforce and on the other hand pluralism is of the fact that power is not exercised by only the management. Pluralists ensures that there is a particular system followed in the day to day activity for an organizational interest, here power is dispersed and not concentrated by few individuals whereas unitarism believes in the opinion that the whole organization is one vast family Accord ing to unitarist the management and its staff share common interests and objectives and employees are expected to be very loyal. Pluralism on the other hand doesn’t have a paternalistic approach and therefore it does not expect loyalty from its employee Views of Organisations as Either Pluralists or Unitarists Unitarist View This symbol views the organisation as a living organism or as a machine this is because every personnel is viewed as a cell and resources are largely deployed for it to plays its particular role Here the personnel at the top position is responsible for making decisions and the rest of the personnel are to implement it without questioning Strong weight is on the subjects and the personnel at the top most point in the hierarchy, the subjects are used as instruments for the accomplishment of an organisational goals and objectives Pluralist View This kind of view emphasises on the point that an organisation is a group of various individuals and also common purposes are attained through negotiations and debating, this creates generation of new and different ideas. It exercises democracy in that it allows individuals to leave an also join an organisation freely and this allows apace for more political or social minded views into the particular organisation Pluralist leaders always show the willingness to listen to their juniors and allow alternatives and debates as long as is of the benefit of the organisation. Open System View of Organisations Over the past years an organization n was viewed as a closed and isolated system, as time passed theorists added humanistic and holistic ideas in an organisation therefore they started embracing open systems. Characteristics of Open Systems The open systems comprised of outside forces like social changes, political changes, natural disasters and even employees personal problems An open system is characterised by the fact that such. Kind of a business regularly interacts with the environment, exchanges and processes data. They have porous boundaries which permits exchange of feedback from inside and outside the business The personnel that are in charge of an open system always pay attention to their internal and external environment and also the customer’s desires and responses for goals accomplishment It also consists of subsystems that operates autonomously, so if one subsystem fails it does not mean that the whole system will fail, there are four subsystems categories in a business, this is political-legal, technology, economy and the personnel sector An open system requires input from its environment and must sell its output to the same environment moreover it should always coordinate with its internal activities and act on its external environmental variations The structure of an Open system organization promotes an effective platform of solving problems. Its constant feedback and responses effects to a better understanding for both the leadership and management sector. Enough feedbacks results into producing intelligent design, necessary services and useful products Benefits of Open Systems An open system as an organisational structure ensures that there is effectiveness in solving organisational problems by clarifying the big picture. It also ensures that there is continuous response and feedback that result into a better understanding within the organisation an important aspect for the day to day running of the organisation. An open system allows the personnel of an organisation to pay attention on the external and internal factors that might affect the business hence enhancing better performances The existence of subsystems in the open system ensures that an organisation performs continuously in case one system fails this ensures its effectiveness. An open system allows us to see and also to understand the inter-relationship between the particular organisation and the environment. Open systems also facilitates the comparison of various organisations if profitable or non- profitable or if the organisation is either private or public since most of the organisations are reflected as of open systems. Disadvantages of Open Systems An organisation with an open system management tends to overlook the objectives and roles of management behaviour and its decision making capacity this might hinder the effective performance of an organisation Another problem brought by an open system is the fact that it ignores the importance of the internal environment of an organisation and this might be hindrance for effective performance Open systems cannot de-touch from its environment, for is effective performance it must always deal with its internal environment as well as acting quickly and correctly on the environmental change It also has to get its inputs from the environment if not so there will not be outputs to be exported, therefore poor interdependence between an organisation and the environment may cause the collapse of the environment, In open systems organizations there is no control of environmental forces therefore an organisation fully relies on contingencies and predictions in order for it to cope with the unexpected environmental inputs and changes Read More