Why Does Organizational
Theory Matter?
You’ll work in organizations your entire
career:
- Police departments, courts, corrections facilities
- Federal agencies, city governments, nonprofits
- Understanding how they work = understanding how to be
effective
Today’s Question: Why do some organizations work
well while others struggle?
Two Key Concepts
Organizational Theory: How organizations are
structured and function
- Focus: The “big picture” design and systems
Organizational Behavior: How individuals and
groups behave within organizations
- Focus: People, motivation, and interactions
Both matter: Great structure with poor behavior
fails. Great people with poor structure also fails.
The Building
Blocks of Public Organizations
What Makes Organizations
Tick?
Structure Elements:
- Mission and goals
- Size and hierarchy
- Formal rules and procedures
People Elements:
- Workforce characteristics
- Organizational culture
- Leadership styles
Environmental Elements:
- Political pressures
- Public scrutiny
- Available resources
Three Schools of
Organizational Thought
The Evolution of Ideas
Classical School (1900s-1930s): “There’s one best
way”
- Focus: Structure, efficiency, rules
Human Relations School (1930s-1960s): “People
matter”
- Focus: Motivation, relationships, satisfaction
Modern Theories (1960s-present): “It depends”
- Focus: Contingency, systems, networks
Each school responded to problems with the previous
approach
Classical School: The
Foundation
Six Core Principles
1. Organize by Purpose, Process, Place, or
People
- Example: Police organized by geography (precincts)
vs. function (traffic, detective)
2. Can’t Optimize Everything
- Example: Faster case processing vs. thorough
investigation
3. Focus on Purpose at the Top
- Example: Police chief coordinates patrol, detective, and
administrative units
Classical School
Principles (continued)
4. Span of Control: How Many Can You
Supervise?
- Example: Sergeant supervising 8-12 patrol officers
5. Unity of Command: One Boss
- Example: Officer reports to one sergeant, not multiple
supervisors
6. Line vs. Staff Functions
- Line: Core mission (patrol officers, detectives)
- Staff: Support functions (HR, IT, training)
Max Weber’s Bureaucracy
The “Ideal” Organization
(1920s)
Weber’s Key Features:
- Hierarchy: Clear chain of command
- Division of Labor: Specialized roles and
tasks
- Formal Rules: Written procedures for
everything
- Impersonality: Decisions based on rules, not
relationships
- Merit-Based Hiring: Qualifications, not
connections
- Career Orientation: Long-term employment and
advancement
Weber’s Bureaucracy in
Criminal Justice
Police Department Example:
- Hierarchy: Chief → Captain → Lieutenant →
Sergeant → Officer
- Specialization: Patrol, detective, traffic, SWAT
units
- Rules: Standard operating procedures, policy
manuals
- Merit Hiring: Civil service exams, background
checks
- Career Path: Promotional opportunities, pension
systems
Question: What are the benefits and drawbacks of
this approach?
Frederick Taylor’s
Scientific Management
“One Best Way” to Do
Everything
Taylor’s Principles:
- Study work scientifically to find the most efficient method
- Select and train workers scientifically
- Cooperate with workers to ensure methods are followed
- Divide work: managers plan, workers execute
Example: Assembly line approach to processing
arrests, court cases, or parole decisions
Scientific Management in
Practice
Court Example:
- Time each step of case processing
- Standardize paperwork and procedures
- Train clerks in most efficient methods
- Measure and reward productivity
Benefits: Faster processing, reduced errors, cost
savings Problems: Treats people like machines,
ignores worker knowledge, can reduce quality
Modern Application: Some aspects still used in
performance management
The Human Relations
Revolution
People Aren’t Machines
(1930s-1950s)
The Hawthorne Studies Discovery: Worker
productivity increased when they received attention, regardless of
working conditions
Key Insights:
- Social relationships affect performance
- Worker attitudes and morale matter
- Informal groups have power
- Participation in decisions improves outcomes
Human Relations in
Criminal Justice
Police Example:
- Team building: Squad cohesion affects
performance
- Morale matters: Stressed, unhappy officers
perform poorly
- Informal networks: Officers learn from each
other, not just training
- Participation: Officers involved in policy
development are more likely to follow it
Modern Application: Community policing emphasizes
officer discretion and relationship-building
Modern Organizational
Theories
“It Depends” Approach
Systems Theory: Organizations are interconnected
parts
- Example: Changes in arrest policies affect courts, jails,
probation
Contingency Theory: Best approach depends on the
situation
- Example: Military structure for SWAT, team structure for
community policing
Network Theory: Organizations work through
partnerships
- Example: Criminal justice involves police, courts,
corrections, social services
Organizational Structure
Types
Different Ways to Organize
Hierarchical: Traditional pyramid
- Example: Traditional police department
Matrix: People report to multiple supervisors
- Example: Detective assigned to both robbery unit and gang task
force
Flat: Few management levels
- Example: Small-town police with chief and officers
Network: Loose connections between independent
units
- Example: Multi-agency drug task force
Which Structure When?
Hierarchical works for:
- Routine, predictable work
- Clear authority needed
- Large organizations
Flat works for:
- Creative, flexible work
- Quick decision-making
- Small organizations
Matrix works for:
- Complex projects
- Multiple expertise needed
- Temporary assignments
Your challenge: Most public organizations need
elements of all three
Organizational Culture
“How We Do Things Around
Here”
Culture includes:
- Values: What’s important (service, integrity,
efficiency)
- Norms: Unwritten rules of behavior
- Symbols: Uniforms, badges, ceremonies
- Stories: Legends about heroes and villains
- Rituals: Regular practices and traditions
Culture often matters more than formal rules
Culture in Criminal Justice
Police Culture Examples:
- “Thin blue line” solidarity
- “Officer safety first” priority
- “We protect and serve” mission
- Shift briefings, roll call traditions
- Stories about legendary officers
Court Culture Examples:
- “Justice is blind” ideal
- Formal courtroom procedures
- Professional dress and language
- Traditions and ceremonies
Question: How does culture help or hinder
organizational goals?
Leadership in Public
Organizations
Different Styles
for Different Situations
Autocratic Leadership: Clear direction, top-down
control
- Good for: Crisis situations, dangerous operations
- Example: SWAT team leader during active incident
Democratic Leadership: Participative
decision-making
- Good for: Complex problems, building buy-in
- Example: Community policing planning meetings
Laissez-faire Leadership: Hands-off, delegate
authority
- Good for: Highly skilled professionals
- Example: Supervising experienced detectives
Modern Leadership Concepts
Transformational Leadership: Inspiring people
toward shared vision
- Example: Police chief leading department culture
change
Servant Leadership: Focus on developing and
serving followers
- Example: Court administrator supporting judges and
staff
Authentic Leadership: Leading with integrity and
self-awareness
- Example: Sheriff being honest about budget
constraints
Question: Which style would work best for leading
organizational change?
Decision Making in
Organizations
How Choices Get Made
Rational Model: Identify problem → Generate
options → Evaluate → Choose best
- Works when: Clear goals, complete information, unlimited
time
Bounded Rationality: Choose first “good enough”
option
- Works when: Limited time, incomplete information, competing
pressures
Incremental Model: Make small changes to existing
policies
- Works when: High uncertainty, political constraints
Decision Making Examples
Police Chief Budget Decision:
- Rational: Analyze all options, cost-benefit
analysis
- Bounded Rational: Choose first option that meets
basic needs
- Incremental: Adjust last year’s budget
slightly
Reality: Most public sector decisions involve
bounded rationality or incrementalism
Why? Political pressures, limited information,
time constraints, multiple stakeholders
Contemporary Challenges
What Modern Public
Organizations Face
Complexity: Multiple missions, stakeholders,
accountability systems Technology: Rapid change,
digital transformation, cybersecurity Networks:
Working across boundaries, partnerships, collaboration
Transparency: Social media, open records, 24/7
scrutiny Diversity: Multicultural workforce and
communities Resources: Doing more with less,
competing priorities
Organizational Change
Why Change is Hard and
How to Do It
Why Organizations Resist Change:
- Culture and tradition
- Individual resistance
- Resource constraints
- Political opposition
- Technical barriers
Successful Change Strategies:
- Clear vision and communication
- Leadership commitment
- Stakeholder involvement
- Adequate resources
- Patience and persistence
Real Example: Body-Worn
Cameras
Organizational Change in
Action
Classical Approach: Top-down mandate, standard
procedures Human Relations Approach: Officer input,
training, support
Modern Approach: Pilot testing, continuous
improvement, community input
Challenges:
- Technology costs and maintenance
- Privacy and policy concerns
- Officer resistance and training needs
- Data storage and management
- Community expectations
Future Trends in Public
Organizations
What’s Coming
Data-Driven Organizations: Using analytics for
decisions Agile Organizations: Rapid adaptation and
experimentation Network Organizations: Collaboration
across sectors Learning Organizations: Continuous
improvement culture Inclusive Organizations: Equity
and representation focus
Your Role: Leaders who can navigate these trends
while maintaining public trust
Module 4-1 Summary
Key Takeaways:
- Organizations can be understood through structure, people, and
environment
- Different theories provide different insights into how
organizations work
- Classical emphasis on efficiency, human relations on people,
modern on contingency
- Culture often matters more than formal structure
- Leadership style should match the situation
- Decision-making in public sector involves constraints and
politics
- Change is difficult but necessary for organizational survival
Next: Examining specific organizational problems
and management challenges