Organization importance
Organization validity
Theory W presentation
Organization overview
The challenge of research
Next. The review of literature
results in exposing a
body of theories about organization. The construction of
the experiment in pure functional structure comes about in
part 2. Parts 3 and 4 evidence actual experiments and case
Theory W page 109
Introduction
studies. Part 5 concludes the dissertation.
Organization importance
An introduction appropiately addresses
the items of
importance and validity (60 24). First we discuss the more
personal and subjective item - importance. Appendicies
provide (1) a view of the general subject area, and (2)
delimitation of the topic to the key word of organization.
From distant history, organization
provided the
context for management (184 173). In other words, the
concept of organization came first in our early
civilization. Now, in modern times, most higher education
programs focus on administration, and a lesser number of
programs focus on management or organization.
The roles within organization
involve directors,
managers, supervisors, superintendents, and other job
titles. All the role variations are encompassed by the
"work of executives," the expert worker being their own
executive.
In the early 1900s, there were
millions of individuals
engaged in the work of executives (4 289), yet the specific
study of organization languished -
Concerning certain technical aspects
of the various
fields in which they work there is literature and
instruction; but concerning the instrumentality
with
which they work - organization - and the techniques
appropiate to it, there is little. (4 289)
Since the early 1900s, the study
of the
Theory W page 110
Introduction
instrumentality and appropiate techniques of organization
have languished. Today, organization still languishes as
only one of the five functions of management - planning,
organizing, staffing, directing, and controlling
(125 viii,134-41) (Alday 11-2) (124 vii,11-3).
Theory W sets out to provide a
universal organization
instrument and an appropiate technique of organization -
making progress in "realizing the potential represented by
the human resources" in any organization, including the
individual as an organizaiton.
We have not learned enough about
the utilization of
talent, about the creation of an organizational
climate
conducive to human growth. The blunt fact
is that we are
a long way from realizing the potential represented
by
the human resources we now recruit into industry.
We
have much to accomplish with respect to utilization
before further improvements in selection will become
important. (174 vi)
The better utilization scheme,
if valid and reliable,
holds importance for the effectiveness and productivity of
any and all organizations.
The theoretical assumptions management
holds about
controlling its human resources determine the whole
character of the enterprise. They determine
also the
quality of its successive generations of management.
(174 vii)
Short Theory W definition. The
study of organizations
divides into certain structures, for example, formal,
informal, functional, matrix, and hybrid (125 ix,163-8)
(126 xvi,547-9,566-8) (124 259-92). The formal structure
Theory W page 111
Introduction
answers the question, "Who's the boss?" The pure formal
structure documents the chain of command authority.
Theory W, as a pure functional
structure, answers many
questions, some of which follow. Why does the worker work?
What way actualizes the why? Who does what work?
The pure
functional Theory W structure documents the chain of
functional authority.
In the field of word play, Theory
W actualizes the
answers to many "one-worders." Work? What?
When? Why?
Way? Win? Who? World? Wisdom? Worth?
Theory W builds on Theory Y. Theory
W, being a better
utilization scheme, ties with Theory Y (126 94) (124 427).
Theory Y: The integration of the
individual and
organization goals. (174 45-57)
Acceptance of Theory Y does not
imply abdication, or
"soft" management, or "permissiveness." (174
56)
Theory W facilitates Theory Y.
Theory W evidences a
unique structure which can be viewed as evidence of the
organization's strategy. The literature calls for just
such
evidence.
The strategy to be illustrated...is
an application of
Theory Y. Its purpose is to encourage integration,
to
create a situation in which a subordinate can achieve
his
own goals best by directing his efforts toward the
objectives of the enterprise. It is a deliberate
attempt
to link improvement in managerial competence with
the
satisfaction of higher-level ego and self-actualization
needs. It is thus a special and not at all
a typical
case of the conventional conception of management
by
objectives. This strategy includes four steps
or phases:
Theory W page 112
Introduction
(1) the clarification of the broad requirements of
the
job, (2) the establishment of specific "targets"
for a
limited time period, (3) the management process
during
the target period, and (4) appraisal of the results.
(174 61-2)
Theory W provides explicit evidence
of the strategy
process - the long-term implementation reward of being a
dynamic entity versus being "cumbersome and lethargic."
Experience has shown that...the
organization planning
[which] goes no further than to solve the problem
curently at hand....will speedily become so cumbersome
and lethargic as to lose much of its effectiveness.
(179 vii)
Then the ultimate statement of
importance - "The law
of the survival of the fittest is...inescapable.(178 vi)"
In summary and conclusion -
The primary responsibilities of
top management are to
provide: Farsighted planning and clarification...
A
sound plan of organization... Fully qualified
personnel... Effective means of control...
(175 3)
Admittedly an organization's structure,
plan, and
concept are basic to its effectiveness, yet beyond
these
the greatest single variable lies with the behavior
of
the management team. Its members must act
as leaders.
They must accomplish their objectives through their
ability to guide, motivate, and integrate the efforts
of
others. (176 v)
The leading Theory W contribution
evidences "an
organization's structure, plan, and concept." The Theory
W
pure functional organization structure differentiates from,
yet integrates with, the formal and informal structures.
All workers are qualified by the overall functional
organization structure through the process of control.
Theory W goes beyond style. The
Theory W evidence of
Theory W page 113
Introduction
the pure functional organizaiton structure provides a tool
for the leader to use. If managers use functional
organization tools, they are, in a sense, leaders.19
The ultimate purpose of studies
of managerial style is
to aid in the training and development of those
who would
become better leaders. (180 vi)
Theory W exposes a pure functional
style structure for
all organizations, and raises the individual to the case
level of applied pure functional organization. The
organization individuals, specifically through the
accomplishment of their work tasks, provide the
organization's "total complex of forces."
The goal is to solve human problems
of production
where they originate - among those who work together
-
regardless of level. If it can be accomplished,
it
insures continuing "grass roots" vitality, because
men
remain in control of their fate. They have
stakes in the
outcome of their own efforts. It is likely
to be the
best way, long term, to preserve the right to autonomous
action. Mature management demands a keen awareness
of
and an uncommon capability in dealing with the total
complex of forces which constitutes the work culture
____________________
19 BGSU, specifically Dr.Tack,
builds a body of
knowledge about style variables for the training of
educational administrators. This statistical knowledge
differs from the theoretical model approach based on case
study. "The case study leaves too much room for personal
bias," said the EDAS chair. Yet the statistical survey
also
bases on cases - each survey respondent being a case. The
survey method permits a significant sample size and equal
treatment of all cases - however, the survey instrument's
contribution to the body of knowledge remains simplistic.
For example, the complexity of a Theory W in this author's
eyes, cannot be reduced to a survey instrument. See future
chapter for information into the the low reliability of
survey instruments.
Theory W page 114
Introduction
of...[any]...organization. (176 ix)
Theory W provides a specific context
for each
individual within the pure functional structure. Worked
to
the optimum, the pure functional organization structure
removes "arbitrary political decisions" from the formal
organization structure - the formal positions must focus on
attaining the integrated work-tasks of the organization.
Improvements in individual managerial
competence are
almost inevitable when men understand more fully
how to
utilize themselves in getting work done with and
through
others. Yet, only so much organization improvement
is
possible through individual management development.
To
attain the fullest possible organization achievement
requires educational steps beyond individual or
team
study - that is, organization development.
(176 255)
[The first purpose of OD is] to
eliminate common
sense-based management assumptions and to replace
them
with systematic management concepts that increase
individual involvement, commitment, and creativity
towards sound problem-solving and production.
(176 255)
Theory W provides an essential
tool for organization
development. Organization development, however, has
identified mainly with what Theory W views as the informal
organization. In differentiation, the pure functional
organization, provides a strategic context within which the
bulk of informal organization can be practiced - a sort of
efficiency scheme within a transcendent scheme of
organization effectiveness. A transcendence scheme does
not
detract from the importance of organization development in
the informal organization sense - the formal, informal, and
pure functional structures can integrate.
Theory W page 115
Introduction
Literature confirms the narrower
disposition of
organization development. Again, this does not discount
any
benefits which accrue from organization development work.
On the contrary, Theory W connects vital self-administration
work and evidentially connects the membership work tasks to
the broader strategic purpose of the organization.
Improvements are thus controlled.
Concrete arrangements for executing
agreed upon
changes are implemented under a carefully designed
execution and auditing program. Organization
development
is self-administered by the organization membership,
except for broad consultation regarding major issues
of
strategy and tactics. (176 256)
Theory W looks for the same reactions
to a better
working organization. In terms of worker response -
It's not so much we're working
harder; it's we're
working better. We know more of what's going
on so we
have a bigger stake. You can invest yourself
more when
you're in the know than when you're just a cog.
(176 308)
These workers are saying that
there exists obvious
purpose to THEIR organization.
Primacy of organization purpose.
Essential to the survival of organization
is the
willingness to cooperate, the ability to communicate,
the
existence and acceptance of purpose. (4 viii)
Cooperation must have something
which deserves
commitment. Communication facilitates the cooperation.
Both communication and cooperation are facilitated if the
focus of purpose can be evidenced. In simple terms,
Theory W page 116
Introduction
meaningful purpose provides essence to organization, and
hence to administration, management, and the development of
organization. Thus the purpose of the organization becomes
the apex of the pure functional organization structure -
epotimized by the universal question, "Why?"
Any organization, including the
individual as an
organization, should answer why it exists. Both the
effectiveness and efficiency of the organization are at
stake. Any long-term improvements must tie to the
organization purpose.
Although the "Why" of organization
provides a
simplistic focus, the pure functional organization structure
of the answer provides a challenge of complex proportions -
thus Theory W sets out to evidence and manage those
complexities.
Young pre-school children practice
pure functionalism
- they simply ask "Why?" Parents, as the executives of
the
family organization, many times, have difficulty answering.
Those same parents, as executives of other organizations,
have difficulty answering their worker why-questions. And
the solution cannot be the supression of the why-question in
our workers.
Many education systems, however,
supress the
why-question - student-workers who will become our future
job-workers must not be permitted to lose their skill of
Theory W page 117
Introduction
asking "Why?" Teacher-facilitators and manager-facilitators
face the challenge of returning to the why-question.
The why and the way. Theory W
thus begins with the
simple yet powerful observation of the "why" question.
The
"why" approach can be seen as universal and the topic of
organization can be seen to monopolize the "why" guestion.
In other words, any time you hear the "why" question you are
within the realm of organization, yet the "why" does not
fully explain organization.
Beyond the "why", organization
deals with the "way" to
the "why". Thus Theory W more broadly consists, in simple
terms, of why-way questions and answers.
The above argues the importance
of the organization
topic and proposes Theory W as a tool for the improvement of
organizations on a grand scale. Such illusion (or
delusion), and the proof of same lies within the realm of
validity - "Is Theory W a valid organization tool?"
Organization validity
Is Theory W valid as a why-way
approach to
organization?
World wisdom. Appendix B argues
that world wisdom
exists, and appendix A definitively investigates
organization's part in world wisdom. Appendix C delimits
the topic of organization. Thus a valid phenomenon called
organization does exist.
Theory W page 118
Introduction
Synopsis of appendix C. The key
words of
administration, industrial management, education
administration, university and college administration,
management, and management science, all give way to the word
organization, with the term matrix organization being of
most interest. Thus, within world literature, the
phenomenon of organization can be judged to be valid.
Why-way organization validity.
For those who
recognize the primacy of the young child's why-way
curiosity, the validity of Theory W could be willingly and
easily taken as valid. Yet for those who knowingly or
unknowingly suppress the why-way natural human curiosity,
Theory W may be willed not valid for a number of reasons.
Regardless of pre-judgement, this dissertation proceeds to
structure a theory called W.
Good reason associates with the
way an organization
implements, whereas the purpose of an organization reaches
toward a philosophy statement. Such a statement can be
visualized as an annual business report mission statement or
a college catalog mission statement. Theory W encompasses
both the why and the way of an organization - a practical
validity.
An individual case study. A series
of tables in the
preface, portray hundreds of experiences with organizations,
any one of which, can trigger a why-way curiosity. But
Theory W page 119
Introduction
curiosity, left as such, remains just a curiosity - nothing
really serious nor scholarly. How then does a curious
individual use scholarship to create, perhaps, a new theory
of organization?
Scholastic practice. Most people
do not write thus
daily scholarship in written form remains illusive. Yet
the
curious mind still observes data and thinks about the data.
And that data usually comes from case experience, not survey
instrument data. Each individual has, as their closest
scholastic case experience, their own organization and their
job or family organization as ready-made examples of
case-study potential.
Individual organization. Psychology
gives general
insight into individual organization. The chapters of
acknowledgement and preface give specific insight into the
author's individual organization. Valid case studies can
be
evidenced and there remains potential for a unifying theory
of pure functional organization.
Theory W presentation
The presentation of this dissertation
follows accepted
practice.
Theory W page 120
Introduction
Table 12 - Plan of Theory W presentation
____________________________________________________________
Abstract
Preface
Contents
Part 1 - Theories of organization
Part 2 - Universal essence of Theory W
Part 3 - The individual as an oganization
Part 4 - Multi-individual organization cases
Part 5 - FIRO-B testing of Theory W
Works cited
Appendix
____________________________________________________________
Note: See Brief Contents of summation chapter.
Purpose from the preface. The hierarchy of purposes
shown in preface table 8 are delimited to the following -
Table 13 - Purposes of this paper
____________________________________
quantify administration strategy
document individual experience
document education
experience
document business
experience
research organization structures
document scholarly
process
research writing
wisdom
____________________________________
Note: Reduced from preface table 8.
A hierarchy implies that implementations
at the bottom
support the upper purposes. Thus the order of the purposes
presented in the above table differs from the order
presented in the preface chapter.
Research writing wisdom. The bibliography
of appendix
B evidences the research of writing wisdom. Note that
several bibliographies are partitioned throughout this
Theory W page 121
Introduction
dissertation so as to provide continuity of the separate
topics yet permit the integration of supportive topics.
Although this dissertation was
succintly delimited in
appendix A, the statement of Theory W as a universal theory
encompasses many separate topics which deserve distinction.
Thus, for example, the bibliography on writing appears in
its appendix rather than in the main dissertation
bibliography.
Document scholarly process. Before
a dissertation
takes written form, a statement of "style" requires
evidence. The elementary view would simply use the
recommended style. In the case of Kensington - Turabian.
In the case of Bowling Green State - Turabian or American
Psychological Association at the choice of the student.
See
appendix B.
APA assists publication in psychological
journals,
while Turabian assists as a typing manual. Both assisted
the writing of this dissertation, but were only two of the
sources used to develop a personal writing style which
integrates electronic writing (not just electronic typing).
Other style variants were discussed in the preface and are
more fully detailed in appendix B.
Organization overview
Dissertations traditionally begin
with a discussion of
past and current literature and part 1 takes on that
Theory W page 122
Introduction
function. In this dissertation's specific purposes, part
1
researches organization structures.
Research organization structures.
The four chapters
of part 1 move from the ageless concept of the organization,
on through an enumeration of various theories and scholars
of organization structure in both industry (HD28-HD70) and
education,20 and to the purpose of science as it relates
to organization. The matrix organization structure (HD58.5)
represents the body of knowledge to which Theory W
contributes.
Part 1 continues with a review
of organization
structure authors, and a review of structure science
(T55.4-T57.97), attempting to distinguish between various
schools of thought. Then recognizing the prominence of
identifying the scientific variables of organization
structure, propositions about those variables are presented
and discussed. Ultimately, the variables and propositions
of a pure functional organization structure are concluded.
Functional organization uses work of individuals thus
____________________
20This dissertation relies on the literature recognized
by the Bowling Green State University School of Education,
specifically personal study within the Higher Education
Administration PhD program, and more specifically the course
EDAS 701 - Administrative theories. The course literature
of 50 titles fulfills a literature review of the LB2801-
LB2997 and LB3011-LB3095 series - see the results of topic
delimitation in appendix C.
Theory W page 123
Introduction
discussion about the concept of work ensues. In short,
work
encompasses both mental and physical varities, only human
individuals do or are responsible for organization work, and
the responsible individuals are within the formal
organization facet. Finally, the four facets of the Theory
W organization structure are presented, setting the stage
for presentation of the case studies. Those case studies
are employer oriented (part 2), and individual oriented
(part 3).
The challenge of research
The research process has
been described as the most
significant development in social behavior since
the
invention of representative government. Research
is a
social process, and a continuing probe of one's
positions
with respect to the research and implementation
issues....our ultimate objective is to encourage
researchers to make bold research contributions
to
tangible problems. Bold as opposed to timid,
cautious,
or safe. Research as opposed to speculation.
Contribution as opposed to disservice or detriment.
Tangible instead of tenuous, and problem instead
of
minutium. (267 16)
The researcher must be concerned
about the motivation
of the client or research subjects to provide valid
data
and to act on the conclusions of the research.
The
conflict between rigor and client motivation represents
a
major dilemma to be managed by the researcher.
(267 61)
Research for implementation is
far more likely to be
successful if it accounts for the environment or
if it
anticipates the environment, including environmental
factors external to or beyond the control of either
the
researcher or the organization. It is often
useful to
design research in some kind of contemporary frame
- to
introduce a notion of urgency or importance - otherwise
there is little incentive for others to contribute
to or
support this research. (267 97)
If productivity and innovation
are ignored as issues,
the following results are likely: creativity will
not
sustain itself because it requires direction and
Theory W page 124
Introduction
management; productivity will not be sustained without
new ideas; growth will not be possible because innovation
is absent; and without a climate for innovation,
outstanding people will leave, mediocre ones will
remain,
and another motivational incentive will be lost.
(267 98)
Researchers who show an awareness
of such
environmental issues and their implications are
more
likely to be working within the reality system of
a
client organization. Importantly, recognition
of these
issues will enhance the researcher's credibility
and his
or her ability to obtain more organization interest
in
prospective research. A researcher must be
able to show
a relationship between relevant issues and proposed
research objectives. Generally, innovative
researchers
usually start with a problem and have something
of a
vision or "mind picture" of what might solve the
problem.
They see the whole thing at once. Naturally,
not all the
details are worked out and that requires subsequent
work,
but the solution is often there from the beginning.
These researchers often go from problem to solution
without going through all the logical-deductive
thinking
normally associated with the scientific method.
In fact
they usually do not follow the scientific method
initially. Scientific method is followed only
to test
their assumptions and to put some meat on the bones
of
their original idea. What those researchers
tend not) to
do is to follow the scientific method and do theory
testing in hopes of coming up with a solution to
a
problem bit by bit and piece by piece. (267
98-99)
After their initial hunch, the
next most common
characteristic of these researchers is their persistence.
Basically they look for reinforcement. Another
way to
look at it is that successful innovators create
self-fufilling prophecies. The reality is,
however, that
prophecies do not fulfill themselves - they require
a
good deal of persuading and selling. (267
99)
Almost 100 years ago, Fayol stressed
the notion that
managers, as administrators, spend considerable
time
organizing, planning, administering, and controlling
the
work of others. A number of recent analyses
of
managerial behavior show some startling changes.
Beginning with the seminal work of Mintzberg (1973),
a
number of studies (mcCall 1978; Kotter 1982) have
shown
that the modern manager's world is characterized
by a
fragmented workday, with little time for thinking
and
planning. Sayles (1980,p.25).
The managerial workday consists
of a never-ending
series of contacts with people - talking, listening,
Theory W page 125
Introduction
telephoning, argueing, and negotiating. A first
line
supervisor may have hundreds of contacts in a day,
many
lasting less than a minute; while a slower-paced
chief
executive may have 20 or 30. Even at that
imposing
level, most managerial activities last less than
10
minutes. Two European studies found that it
was unusual
for even chief executives to work on any one thing
for as
long as a half hour. (267 115)
The challenge of implementation.
This writer has
traversed into a higher educational setting from a business
background. The word traverse is thought to be appropiate
since the general higher educational setting is opposed to
promptly transferring business practices to itself.21
Higher education administrative styles, for example, have
roughly followed those of industry over the years, but with
a delay period of several decades (Hodfkinson 1971 p.2).
And overall; "The matter of transferring business practices
to higher education is a touchy topic.(268 133)" Yet the
writer desires to adapt business experience to the higher
educational setting. His specific areas of interest are
work, productivity, time management, and informal
organization.
Quantify administration strategy
Chapter 5 integrates the concept of strategy into a
____________________
21 Although the author was accepted
into a higher
education administration PhD program with Dr.York as
temporary advisor, York, in teaching EDAS 701 Administrative
Theories, explained in detail using board diagrams, that
there was no outside entry into an education career.
Theory W page 126
Introduction
pyramidal visualization of formal, informal, pure
functional, and technology. Then chapter 9 presents the
universal structure of Theory W as strategy. And part 5
offers a procedure to measure the improvement in
organization which results from enhancing the visibility of
the pure functional total organization structure.
Path analysis anology. (273 381)
The formulation of a problem in a causal framework
forces
a degree of explicitness that is often absent in
research
reports that rely solely on regression or factor
analysis. One draws these arrows on the basis
of what
one knows a priori, or theoretically, about the
subject
matter under investigation. (273 383)
Next. The foregoing goodly
number of pages have set
forth a philosophic context in the Acknowledgements, a
real-event context in the Preface, and a set of purposeful
objectives in the Introduction.
Now the dissertation moves to
the first chapters of
part 1, a literature review of the appendix A topic
delimitation of Organization. Then part 1 continues with
the development of a pure functional organization structure
distinct from the informal and formal organization
structures. This dissertation sees the formal organization
structure as encompassing the traditional formal-functional
structure and the more recent matrix organization structure.
Theory W page 127
Part 1 - Theories of organization
Chapter 1 - Industrial administrative
history
2 - Educational administrative history
3 - Organization science and its scholars
4 - Organization structures
Review. This dissertation's
acknowledgement, preface,
and introduction sections have exemplified the movement of
organizational thought from the general broad perspective to
the specific supporting detail - in other words, from the
top vision, down to the actualization of work tasks.22
Thus we have "lofty" wisdom directing "lowly" work. But
however "low" we think the work to be, the combination of
mental and physical work still provide the essence of
wisdom.
Theory W uses the thought process
which moves from
"top" philosophic wisdom to the completion of work tasks for
the facilitation of the chosen life-state of individual
self-actualization. That "top-down" thought process can
be
viewed as a definition of strategy - a process capable of
releasing much creativity, leadership, and synergistic
potential for any and all organizations. But, for strategic
thought to be credible, that mental process of strategy
needs documentation. Thus Theory W provides a definitive
view of the strategic process - a pure functional structure
____________________
22 Follow the development of tables
in
acknowledgement and preface sections.
Theory W page 128
Theories
of the organization.
A specific example of this Theory
W "top-down"
approach to organization structure carries the heading of
mission.
As first evidence of the prominence
of mission,
mission statements regularly appear in annual business
reports - usually in a foremost position.
As second evidence, the mission
statement of a typical
college catalog usually appears within the first several
pages.
Thus Theory W begins with the
mission as representing
the top functional position of the organization. This top
functional position of mission contrasts with the top formal
organization position of president or chair of the board of
directors.
Figure 6 - Formal versus functional organization
____________________________________________________________
Formal organization
Functional organization
___________________
_______________________
-------
-------
Top / Board \
/ \
spot / chair
\
/ Mission \
/
or \
/ \
/ President
\ /
\
/
\ / Theory W
\
____________________________________________________________
Mission. In the acknowledgement
section, a philosophy
of human basics was set forth as a hierarchy. That
Theory W page 129
Theories
hierarchy proceeded from the top down, that is, growth,
challenge, relatedness, time and encouragement, respect, and
existence (see acknowledgement table). Thus growth can
be
placed as the mission of an individual's life
organization.23
Goals. In the preface section,
specifically in a
table, the higher aims of this dissertation were evidenced.
Those higher aims, in top down order, were good feeling,
eustress, authorship, and the doctorate - these are major
objectives if you will. Those major objectives detail the
support given to the organization mission and lead the way
to the detail of the more specific measurable objectives.
In the front part of this dissertation,
tables
demonstrated the top-down flow of tasks which supported the
higher aims and more general philosophy of the
acknowledgement and preface parts of the dissertation - this
was another example of top-down functional organization
hierarchy.
Thus a pattern appears - the top mission provides the
____________________
23 The author's career decisions,
shown in preface
tables, may be explained by this growth mission. The
actualization of the growth mission comes through challenge,
relatedness, etc - see acknowledgement table.
Theory W applies to individuals
as organizations
(expert workers) as well as applying to groups of
individuals. Thus Theory W claims to be a more universal
theory of organization.
Theory W page 130
Theories
authority for a cascade of goals, objectives, and task
implementations. Theory W views this top-down waterfall
as
the process of strategy. Now a hypothesis can be formed.
If a particular organization's
waterfall of work tasks
can be easily traced to the top mission statement, the
validity and reliability of the pure functional organization
structure can be said to exist. In other words, you can
understand the pure functional organization structure by
reading its database and you can retrace its dynamics over
and over again.24
Objectives. Goals were characterized
as detailing the
mission philosophy - the goals, in turn, then need the
support of measurable objectives. Thus objectives are
characterized by definite measurement. In Theory W, yes
or
no provides the main measure of objective performance.
For
example, a preface table provides a set of objectives,
including "research organization structures." And in this
particular part of the dissertation, a literature review
evidences identifiable theories of organization. Thus this
dissertation part claims an affirmative performance
evaluation when matched against the specific preface table
____________________
24 An organization structure able
to generate job
descriptions for a large number of members becomes very
complex and thus requires the maintenance of a flexible yet
rigorous hierarchy. Theory W provides that hierarchy
through a precedence network database.
Theory W page 131
Theories
objective of "research organization structures." Subsequent
parts of the dissertation address other table tasks.
Figure 7 - A performance evaluation example
____________________________________________________________
Verb Descriptor
Noun From
Who Done
__________ ______________ _____________ ______
____ ____
research organization structures
part 1 otto noa
develop writing
style appendix B otto yes
delimit dissertation topic
appendix A otto yesb
delimit dissertation topic
appendix C otto yesb
____________________________________________________________
Note: a Completed in subsequent pages.
b Subject to Kensington
University authority.
As a detailed example of supporting
objectives,
appendix B documents a project which researchs and writes
about the topic of writing. Appendix B provides a rigorous
beginning in developing the author's writing style. That
style projects a top-down organization hierarchy as shown in
the tables of appendix B.
In appendix A, the dissertation proposal,
the
delimitation of the literature search proceeds from the top,
and more general, key words of administration and
organization. That search or research again exemplifies
the
top-down process of functional organization hierarchy.
Implementation. Affirmative performance
implies
implementation. Thus this part proceeds to implement
several tasks. The universal form of action-verb and noun
rigorously describes any functional task activity. Using
Theory W page 132
Theories
the action-verb and noun form, this part 1 -
1- interprets the history of organization from both
the
industrial and educational views,
2- illustrates many organization structures,
3- reviews the body of organization scholars, and
4- comments on the application of science to organization
structure.
Summary. Four structures
of organization are apparent
from literature review - formal, informal, functional, and
the foundation of technology. All of these organization
structures experience contingent use when administering to
the individuals of an organization. The aim of
administering can be seen as the facilitation of creativity,
leadership, and synergism. In support of administration's
aim, Theory W portrays the four structures of organization
as a three-sided pyramid.
Next. In part 2, starting
with chapter 5, the
three-sided pyramid of organization establishes a universal
context for organization. Then the dissertation leaves
the
formal, informal, and technology facets and proceeds to
present functional organization theory propositions and a
hypothesis. Part 3 applies the hypothesis to
individual-person case studies. Part 4 applies the
hypothesis to multi-individual (employer) case studies.
Part 5 provides a testing instrument for a pre- and
post-test experiment which installs a structure of pure
Theory W page 133
Theories
functionalism. The measurement should reveal an increase
in
creativity, leadership, synergism, and productivity in
FIRO-B units. In conclusion, issues of reliability,
validity, and general scientific criteria are addressed and
rationalized.
