Behavioral Science Models and Organizations

Alternatives to the rational bureaucratic model of organizations have been developed in recent years (Chapter 6, p. 125). Many of these systems have moved well beyond Fordism, an organizational system characterized by a rigid division of labor, both vertically and horizontally, jobs that are highly specialized and repetitive, and the use of technical control to supervise work (Chapter 6, p. 126). Fordism has given way in many instances to new behavioral models of organizational structure. Beyond Fordism, organizations have become more flexible, able to adapt to change, and characterized as leaner and meaner than in the past (Chapter 6, p. 151). It is the purpose of this essay to examine a number of behavioral science theories and models that are being applied in organizational settings, identifying the strengths and weaknesses of each model.

While technology has certainly impacted upon organizational systems and structures (Chapter 8, p. 185), much of the literature on emerging organizations emphasizes behavioral concepts and theories. For example, John Tomer developed the theory of organizational capital defined as human capital in which the attribute is embodied in either the organizational relationship, particular organizational members, the organization's repositories of information, or some combination of the above (Chapter 7, p. 172). Tomer (1998) draws heavily upon organizational behavior theory to describing the

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Some common words found in the essay are:
Edgar Schein, Gideon Kunda, John Tomer, Ouchi Price, Beyond Fordism, Raymond Price, Organizations Alternatives, Motor Company, Tomer JF, kunda 1992, Organizational Transformation, chapter 7, tomer 1998, chapter 6, chapter 7 172, beyond fordism, price 1993, organizational structure, rewards incentives, 7 172, organizational capital, ouchi price 1993,
Approximate Word count = 1139
Approximate Pages = 5 (250 words per page)

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