Theory W 630
Chapter 10 - The form of Theory W
Theory W development
Graphic difficulty
Scholars revisited
A final rationale
Review. The predisposition
of formal-authority
orientation in the early 1900s led to an organizational
behavior (OB) thrust. The OB effort, good in itself, has
not been a solution for the formal vs functional-authority
struggle, exemplified by the matrix organization subject
heading of world knowledge.
Part 1 researched organization
structures and now we
can take the resultant idea of a worknet and apply it to the
documentation of personally experienced business and
education cases.
Part 2 repeats application of
the worknet form so that
certain standardization results. The worknet form then
takes on scientific value in the sense of a universal model.
Summary. Whereas the formal
organization remains
relatively stable, the pure functional organization should
always improve - even to the point of changing the formal
organization. The formal organization which encourages
such
change can be judged synergistic. To the end of continual
improvement, the creative individual worker can be given a
tool to measure and encourage improvement. That tool,
commonly know as job descriptions, can be given pure
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Theory W 631
functional authority through the use of the Theory W
organization structure.
Next. Application to cases
of individuals as
organizations.
Theory W development
Takeoff point. PERT preceded the
worknet idea. The
further idea of CPM does not apply to Theory W since Theory
W takes the tasks of the organization as planned. This
would be after any benefit derived from using CPM.
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Figure 53a - 1960s Gandt, PERT & CPM applications
____________________________________________________________
____________________________________________________________
Source: M.A.Mass (27 Oct 1965) Simplified planning. In
Design News p.26.
Workweb Theory W 633
Figure 53b - 1960s Gandt, PERT & CPM applications
____________________________________________________________
____________________________________________________________
Source: H.L.Otto (06 Aug 1965) Critical path arrow diagrams.
For project design handbook (22 Jul 1965).
Workweb Theory W 634
Figure 53c - 1960s Gandt, PERT & CPM applications
____________________________________________________________
____________________________________________________________
Source: H.L.Otto (22 Jul 1965) Critical path method. For
project design handbook. Milwaukee WI: Centralab Globe
Union.
The Program Evaluation and Review
Technique (PERT) is
a planning and controlling method which represents
the
systems approach in its orientation and is extensively
used in the aerospace and defense industries.
(12 18)
Workweb Theory W 635
Figure 54a - Computerized application
____________________________________________________________
____________________________________________________________
Sources: Saturn systems development (03 Sept 1965) S-IVB
PERT bi-weekly report. Douglas.
B.J.Hansen (1964)
Practical PERT including CPM.
Washington DC: America House.
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Figure 54b - Computerized application
____________________________________________________________
____________________________________________________________
Source: H.L.Otto (21 Nov 1973) Stillwater expansion project.
Fond du Lac WI: Mercury Marine.
The precedence network facilitated
the computerization
of the PERT and CPM ideas, and also facilitates the Theory W
view of any organization. Thus the PERT and database ideas
provide the skeleton for Theory W worknet idea.
Theory W worknet. Organized work
divides into tasks
and tasks align in specific order to support the purposes of
the organization. The concept of strategy can be given
authoritative form.
Workweb Theory W 637
Figure 55a - Flowchart examples
____________________________________________________________
Source: Mercury Marine (Brunswick) in 1970s by H.L.Otto.
Workweb Theory W 638
Figure 55b - Flowchart examples
____________________________________________________________
____________________________________________________________
Source: Mercury Marine (Brunswick) in 1970s by H.L.Otto.
Drawing a worknet. In the past,
engineering projects
were planned graphically. First, the Gandt chart, then
the
time-line arrows of PERT and CPM interconnected to the
conclusion of the project.
Theory W recognizes that many,
if not all,
organizations have a mission as a conclusion.
Sometimes that means that the
conclusion never comes.
The mission always hangs out front as the proverbial carrot.
That mission provides the authority of logic.
To fit database computerization,
the worknet consists
of a list of tasks. The initial list may come from many
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Theory W 639
sources. No matter which source comes first, the important
administrative responsibility comes next - that of carrying
the list logic into a working organization.
Administrators have always provided
work logic to the
organization members. How then, is Theory W different?
Dollar spending control. This
can accompany Theory W,
but separates conceptually. Thus budget reports can have
forecasting ability, but are not a time-control tool.
Figure 56a - Project budget control
____________________________________________________________
____________________________________________________________
Source: Mercury Marine (Brunswick) in 1970s by H.L.Otto.
Workweb Theory W 640
Figure 56b - Project budget control
____________________________________________________________
____________________________________________________________
Source: Mercury Marine (Brunswick) in 1970s by H.L.Otto.
Figure 56c - Project budget control
____________________________________________________________
____________________________________________________________
Source: Mercury Marine (Brunswick) in 1970s by H.L.Otto.
Workweb Theory W 641
Figure 56d - Project budget control
____________________________________________________________
____________________________________________________________
Source: Mercury Marine (Brunswick) in 1970s by H.L.Otto.
Workweb Theory W 642
Figure 57 - Project task time-dollar forecasts
____________________________________________________________
____________________________________________________________
Source: Mercury Marine (Brunswick) in 1970s by H.L.Otto.
Note that the above project-task
budgeting tool
forecasts spendings flow by month. Project spending
forecasts, however, are not a reliable dollar budgeting
basis. The spending horizon quickly falls away, leaving
future months with only a fraction of the needed funds.
The above does not say that a
budget, divided among
projects, cannot be effective.
Time spending control. Cost control
requires the
control of routine and project time spending. Thus to
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Theory W 643
control costs the organization has to control functional
project/task and routine time spending. Two sets of account
books provide the control and an associated Theory W
database provides the functional budgeting authority.
Figure 58 - Operations and projects
____________________________________________________________
____________________________________________________________
Source: Mercury Marine (Brunswick) in 1960s by H.L.Otto.
The above area four can be subjected
to time spending
control. But, just as stated elsewhere, forecasts by
project are generally futile, as depicted in area five
above.
Precedence networking. The IBM
project control
software of the 1960s did not perform on a practical basis,
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Theory W 644
but the idea of a precedence network database to replace
graphical project control remained a possibility for further
exploration.
Timesharing. The business information
batch
processing mentality did not encourage the need for any time
engineering information processing. But the availability
of
outside on demand computer time made possible the
justification and purchase of both engineering design and
engineering project control processing time. The network
database was the foundational form of engineering project
control - graphical tools were obsolete.
Figure 59a - Project time control
____________________________________________________________
____________________________________________________________
Source: DeZurik (General Signal) in 1970s by H.L.Otto, p.29.
Workweb Theory W 645
Figure 59b - Project time control
____________________________________________________________
____________________________________________________________
Source: DeZurik (General Signal) in 1970s by H.L.Otto, p.26.
Workweb Theory W 646
Figure 60 - Why flow charts
____________________________________________________________
____________________________________________________________
Source: Manager's conference (30 Sept - 2 Oct 1974) Value
analysis value engineering. At Crown Center KC MO. Newport
Beach CA: Value Analysis Inc. p.133.
Why diagrams detail strategy thus
flow left to right,
opposite of timeline worker understanding.
Engineering EDP. Now that the
concept of the
engineering project control database was proven effective,
the database was integrated with the business information
batch processing mentality.
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Theory W 647
Theory W software. On two occasions
software programs
were designed for Theory W implementation - both proved too
complex (inflexible), and too removed from the user
(checkbook spender).
Simpler databases. Small computers
can now manipulate
simple, yet large, databases. Thus time control can be
integrated at the point of checkbook spending rather than
integrated at a central computer batch processing site.
This amounts to a time spending checkbook analogous to the
dollar spending checkbook.
Resultant worknet model. The Theory
W database model
was synthesized from the above mentioned development trace
thesis and the antithesis dissertation process. Numerous
iterations and combinations of the model were attempted.
Some of the discarded attempts are discussed later.
The resultant model writes out
any pure functional
organization - a complex activity with the simple result of
job descriptions.
Table 92 - Web of any organization
____________________________________________________________
Step 1 Act/task description
WHAT
--------------------
Verb Descriptor
Noun
---- ----------
----
Step 2 Act Act/task description
number
------ --------------------
Step 3 Act Verb Desc Noun
---- ---- ----
----
Step 4a Act Verb Desc Noun Previous Action
WAY
---- ---- ----
---- -----------------
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Step 4b Act Verb Desc Noun Why Action
WHY
---- ---- ----
---- ------------
Step 5 Act Verb Desc Noun Why Source(From)
WED
---- ---- ----
---- ---- ------------
also person responsible
for act/task performance
Step 6
Individual
performance
evaluation
Act Verb Desc
Noun Why From Who Done? WHO
---- ---- ----
---- ---- ---- ---- ------ WRAP
Step 7 Act Verb Desc Noun Why From Who Done WholeHours
---- ---- ----
---- ---- ---- --- ---- ----------
WHRS
Step 8 Act Verb Desc Noun Why From Who Done Whrs
---- ---- ----
---- ---- ---- --- ---- ----
1a
hereb yesc
no
mu
Step 9 PERT/CPM analogy
Graphic - task 0 ----> task 3 ----> task 2 ----> 1
Act Verb Desc
Noun Why
---- ---- ----
---- ----
1
v1 d1 n1 mu
2
v2 d2 n2 1
3
v3 d3 n3 2
0
v0 d0 n0 3d
Step 10 Numeric act sort of database WAY
Act Verb Desc
Noun Why
---- ---- ----
---- ----
0
v0 d0 n0 3e
the way of 3 is 0
1
v1 d1 n1 mu
2
v2 d2 n2 1
the way of 1 is 2
3
v3 d3 n3 2
the way of 2 is 3
Step 11 Numeric pre sort of database WHY
Act Verb Desc
Noun Why
---- ---- ----
---- ----
2
v2 d2 n2 1
the why of 2 is 1
3
v3 d3 n3 2
the why of 3 is 2
0
v0 d0 n0 3e
the why of 0 is 3
1
v1 d1 n1 mu
Workweb Theory W 649
Step 12 Member task assignment sort
Database
Act Verb Desc Noun Why Who
---- ---- ---- ---- ---- ---
0 v0 d0 n0 3
you
1 v1 d1 n1 mu
me
2 v2 d2 n2 1
me
3 v3 d3 n3 2
me
Your job
Act Verb Desc Noun Why Who
---- ---- ---- ---- ---- ---
0 v0 d0 n0 3
you feed me
3 v3 d3 n3 2
me
My job
Act Verb Desc Noun Why Who
---- ---- ---- ---- ---- ---
1 v1 d1 n1 mu
me
2 v2 d2 n2 1
me
3 v3 d3 n3 2
me
0 v0 d0 n0 3
you feed me
____________________________________________________________
Note: a The strategic origin task (mission) of the
organization.
b Work cited number and page number
- parenthesis
omitted.
c yes = task performed and complete
no
= task not performed and incomplete
mu
= too unimportant to be measured separately
do
d Note that the left to right numbering
of a
PERT/CPM chart places the start task (0) on the bottom of
task list. This does not matter in Theory W, where a act
sort puts the start task at the top of the list.
continued
____________________________________________________________
Table continued
Theory W 650
____________________________________________________________
e The worknet database provides
a certain
readability - task 3 needs task 0 as a preceding task, then
because of the database numerical order, one can go to task
3 and proceed to understand that task 2 needs task 3
completion, and, in turn task 1 needs task 2. In this
database one could simply arrange the database in
hierarchical order - act 1, 2, 3, and 0. But in larger
databases with more complex logic, the portrayal of
hierarchy becomes increasingly difficult. But the
hierarchical presentation can usually be successful in the
member sort.
Summary. The worknet presentation
facilitates
functional authority. We all know (1) that we are part
of a
rational functional organization, (2) from whom we can
expect output, and (3) to whom our output goes.
Graphic difficulty
Networks fall within the realm
of scientific
management where most of the textbooks explain PERT, CPM,
and decision tree. There are inherent difficulties in using
these tools, both general and specific. In general,
graphical scientific management tools are good for
explaining concepts, but have obvious practical limitations.
A graph cannot handle a large complex network. Manual
drafting cannot encompass either the initial display nor the
constant need for updating and distribution.
PERT/CPM. Most computer PERT produces
bar charts
which can be cut and pasted together for visualization.
That amounts to a computerized Gandt chart. And the Gandt
chart has problems in application.
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Theory W 651
Decision tree. Very limited practical
application.
Theory W difference. The Theory
W worknet provides a
universal model for the administrator. The complete
organization becomes visible and each member has their job
description. The same tasks which visibly support the
mission also appear on the individual job description.
The
job description tasks report to next aligned task which may
or may not be assigned to another member.
Idea of hierarchy. Makes common
sense for workers to
feed their output up to the next level of organization
functional authority.
Specific cases. The complexity
of reality challenges
the methodology of the above general worknet. Thus cases
were studied with the idea of arriving at a standard model
for the Theory W organization.
Computer literacy is not just knowing
how to make use
of computers and computational ideas. It is
knowing when
it is appropriate to do so. (181 155)
[A] significant portion of the
population has almost
completely given up on learning. These people
seldom, if
ever, engage in deliberate learning and see themselves
as
neither competent at it or likely to enjoy it.
Many more
people have not completely given up on learning
but are
still severely hampered by entrenched negative beliefs
about their capacities. (181 42)
Scholars revisited
In afterthought to the research
and subsequent
presentation of the organization pyramid, Theory W
structure, and the worknet form, several pertinent
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Theory W 652
quotations are presented for consideration - the object
being the validity of the pure functional organization in
general and the possible potential of the Theory W worknet
as an administrative tool.
Functional ability.
There is reason to suggest that
just as...moderate
functionalism was the basis of Plato's claim for
a
co-ordinated State, so the interweaving of functions
and
the close inter-dependence of human unit with human
unit
may come about from an acceptance of the functional
system in industry in such a way that it may develop,
but
also that it may co-ordinate [and control].
(184 177)
Control & coordination.
Our subject...is control.
Of course that is what we
have been talking about...when we were considering
orders
or authority or leadership or co-ordination.
In our best
managed industries, we notice two points about control:
(1) control is coming more and more to mean fact-control
rather than man-control; (2) central control is
coming to
mean the correlation of many controls rather than
a
superimposed control. (185 161)
Collective self-control.
The aim and the process of the
organization of
government, of industry, of international relations,
should be...a control not imposed from without the
regular functioning of society, but one which is
a
coordinating of all those functions, that is, a
collective self-control. If you accept my
definition of
control as a self-generating process, as the interweaving
experience of all those who are performing a functional
part of the activity under consideration, does that
not
constitute an imperative? Are we not every
one of us
bound to take some part consciously in this process?
To
get our affairs in hand, to feel the grip on them,
to
become free, we must learn, and practice, I am sure,
the
methods of collective control. We are coming
to know
that we can make facts. We need not wait on
events, we
can create events. (185 167)
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Flexible universal organization structure.
If the structure of a government
is to be fitted to
its people and its purpose, it must take into account
the
probabilities of changes that may occur. In
newer
communities and those where considerable changes
in
educational technique, in population, in economic
environment, or inter-community relationship, take
place,
provision for appropriate steps in structural
reorganization are essential. (186 142)
Universal administrative improvement.
The Administrative Theory supposes
that in every great
enterprise there is a permanent council for improvements
whose function it is to make researches on all possible
improvements in the enterprise and carry them out
under
the auspices and authority of the director.
(183 111)
Non-functional overload.
More serious is the petrification
of leadership which
follows from an overload of administrative work.
The
most constructive aspects of leadership are those
which
are exercised face to face. (188 83-4)
Modern literature. The above quotes
connect the pure
functional organization and Theory W to the early
administrative literature - a copy of a previous table
appears below. Note that Theory W connects to the
pre-university entrance into the literature.
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Table 93 - Early modern administrative literature
___________________________________________________________
Year Name Comment
Literature
_____ _________ _________________________ _______________
1923 Fayol France
(183)
1928 Lee England
(184)
1932 Follett England and U.S.
(185)
Dennison U.S. manufacturing
(186)
and the Post Office
1933 Urwick U.S. consultant
(112)(188)(189)
Graicunas French consultant
(187)
1935 Henderson
(190)
Whitehead
(190)
Mayo
Harvard University (190)
1936 Gulick Columbia University
(191)
and public administration
1930s Barnard
(4)(40)
___________________________________________________________
Note: Above parenthetic references.
Thusly Theory W does not tie closely
to the current
thinking in the literature. The idea behind Theory W seems
to tie to the pre-university thoughts of the early
administrative literature
A final rationale
Three possibilities exist - (1)
Theory W is false and
the current praxis of organization structure literature is
true, (2) Theory W (and the organization pyramid) is true
and the current praxis of organization structure literature
is false, or (3) the current praxis of organization theory
has held itself apart from testing itself as truth or
falsehood. For example, the university writers (teachers)
seem to be on the outside looking in. They are simply
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Theory W 655
seeing what organization is becoming, rather than finding
the being of the organization universal. Thus some
universities seem to train rather than seek truth.
