UPSC Commerce & Accountancy Optional
Organization Theory Micro Topics: See the Organization theory micro topic list chapter wise in depth.
CHAPTER – 01
THE INTRODUCTION AND CONCEPT OF ORGANIZATIONS
1.1 – The Introduction and Concept of Organizations
1.1.1 – Barnard Views on Organization as a System
1.2 – The Concept of Organizations
1.3 – The Perspective of Organizations
1.4 – The Features or Characteristics of an Organization
1.5 – The Organization as a System
1.6 – The Open System Theory
1.7 – Organizations and Biological Systems (Katz and Kahn)
1.8 – The Organization as a Process
1.9 – The Organization as a Structure and Framework of Relationships
1.10 – The Organizational Typologies
1.10.1 – Typology Based on Functions or Purpose
1.10.2 – Typology Based on Primary Beneficiary
1.10.3 – Typology Based on Control or Compliance
1.10.4 – Typology Based on Relations
1.10.5 – Typology Based on Structure
1.11 – Fayol’s 14 Principles of an Organization
1.12 – The Contributions and Limitations of Fayol
1.13 – The Process of Organization
1.14 – The Benefits or Merits of a Good Organization
1.15 – The Effective, Healthy, Good or Ideal Organization
1.16 – The Components of an Effective or Healthy Organization
1.17 – Developing an Effective or Healthy Organization
1.18 – The McKinsey 7S Framework
1.18.1 – The Application of McKinsey 7S Framework
1.18.2 – Example – The McKinsey 7S Framework
1.18.3 – The Merits and Limitations of McKinsey 7S Framework
1.19 – The Previous Year Questions and Practice Questions
Organization Theory Micro Topics List – CHAPTER – 02
THE ORGANIZATIONAL ENVIRONMENT
2.1 – An Introduction to the Organizational Environment
2.2 – Organizational Environment and Its Impact on the Performance
2.3 – The Nature of Environment
2.4 – Factors Affecting the Organizational Environment
2.5 – Types of The Organizational Environment
2.6 – Elements of The Organizational Environment
2.7 – The PESTEL Analysis
2.8 – The Importance, Significance or Need of Organizational Environment
2.9 – The Strategies to Deal with Organizational Environment
2.10 – The Interaction of Organization with Its External Environment
2.11 – The Implications of Interaction of Organization with Its External Environment
2.12 – The Emery and Trist Typology of Environment
2.13 – The Resource Dependency Theory
2.14 – The Bounded Rationality Theory
2.15 – The Transaction Cost Theory
2.16 – The Population Ecology Theory
2.17 – The Structural Contingency Theory
2.18 – Porter’s Five Forces Model
2.19 – The Previous Year and Practice Questions
Organization Theory Micro Topics List – CHAPTER – 03
THE ORGANIZATIONAL GOALS
3.1 – The Concept and Nature of Organizational Goals
3.2 – The Mission, Vision, Purpose, Goals and Objectives
3.3 – The Functions of Organizational Goals
3.4 – Various types of Goals
3.4.1 – The Official Goals vs Operative Goals
3.4.2 – The Strategic Goals vs Operational Goals
3.4.3 – The Types of Operative Goals
3.5 – The Goal Setting Process & End Means Chain
3.6 – Goal Succession
3.7 – Goal Distortion
3.8 – Goal Displacement
3.8.1 – The Causes of Goal Displacement
3.8.2 – The Checking of Goal Displacement
3.9 – The Coalition Hypothesis
3.10 – The Influence of Environment on Organizational Goals
3.11 – The Conflict Between Organizational and Individual Goals
3.12 – The Continuing Dilemma
3.12.1 – The Viewpoint of Personality Advocates
3.12.2 – The Viewpoint of Organization Proponents (Geroge Strauss)
3.12.3 – Reconciliatory Viewpoint
3.12.4 – The Reciprocation Between Individual and Organizations
3.13 – The Fusion Process
3.14 – The Inducement – Contribution Process
3.15 – The Management by Objectives (MBO)
3.15.1 – The Steps in Management by Objectives
3.15.2 – The Features of MBO
3.15.3 – The Merits and Limitations of MBO
3.15.4 – Suggestions for Improving the Effectiveness of MBO
3.16 – The Past Year Questions and Practice Questions
Organization Theory Micro Topics List – CHAPTER – 04
THE EVOLUTION OF ORGANIZATIONAL THEORY
4.1 – The Introduction and Role of Organization Theory
4.2 – The Classical Organization Theory
4.2.1 – The Features of The Classical Theory
4.2.2 – The Elements of The Classical Theory
4.2.3 – The Key Pillars of Classical Theory
4.2.4 – The Scientific Management
4.2.4.1 – The Techniques & Benefits of Scientific Management
4.2.4.2 – The Contributions and Limitations of Scientific Management
4.2.5 – Fayol’s Administrative Management
4.2.6 – The Bureaucratic Organizations
4.2.6.1 – The Merits and Limitations of Bureaucratic Organizations
4.2.6.2 – The Types of Bureaucracy
4.2.6.3 – The Dysfunctional Aspects of Bureaucracy
4.2.6.4 – The Unstable Environment
4.2.6.5 – The Effective Use of Bureaucracy
4.2.6.6 – Adhocracy
4.2.7 – Appraisal of The Classical Theory
4.2.8 – Criticism of the Key Pillars of The Classical Theory
4.2.9 – James Mooney and Alan Reiley
4.3 – The Neo Classical Theory
4.3.1 – The Features of The Neo Classical Theory
4.3.2 – Hawthorne Studies and The Human Relations Theory
4.3.2.1 – The Key Concepts of Human Relations
4.3.2.2 – The Findings, Contributions & Limitations of Human Relations Theory
4.3.3 – Douglas McGregor’s Participation Theory
4.3.4 – The Classical Theory VS. The Neo Classical Theory
4.3.5 – Human Relations VS. Scientific Management
4.3.6 – The Criticisms of The Neo Classical Theory
4.4 – The Behavioural Science Approach
4.4.1 – Features of The Behavioural Science Approach
4.4.2 – Human Relations VS Behavioural Science Approach
4.4.3 – Human Relations VS Human Resource
4.4.4 – The Contribution of Behavioural Science Approach
4.4.5 – The Criticism of Behavioural Science Approach
4.4.6 – The Quantitative Approach
4.4.7 – The Modern Concept of Organization Theory
4.5 – The Systems Approach
4.5.1 – The Scott Model – Analysis of Organization System
4.5.2 – The Parts of The System
4.5.3 – The Linking Process
4.5.4 – Kast and Rosenweig Integrative System Model
4.5.5 – The Merits and Limitations of The Systems Approach
4.6 – The Contingency Approach to Management
4.6.1 – The Contributions of The Contingency Approach
4.6.2 – The Features of The Contingency Approach
4.6.3 – The Merits and Limitations of The Contingency Approach
4.6.4 – Systems Theory Vs. Contingency Theory
4.6.5 – Explanations Against The Contingency Theory
4.7- Red Tapism in Organizations
4.8 – Cynicism in Organizations
4.9. – Cybernetics
4.10 – Contemporary Issues in Organization Theory
4.11 – Specialization vs Professionalism
4.12 – The Previous Year Questions and Practice Questions
Organization Theory Micro Topics List – CHAPTER – 05
THE ORGANIZATION DESIGN
5.1 – The Organizational Structure and Design
5.2 – The Classical Organization Design
5.3 – The Principles of Organization
5.4 – The Elements of Organizational Design
5.5 – The Importance of Organizational Design
5.6 – The Organizational Design Challenges
5.6.1 – Balancing Differentiation and Integration
5.6.1.1 – Differentiation
5.6.1.2 – Integration
5.6.1.3 – The Bases of Integration
5.6.1.4 – The Means of Integration – Linking Pin Model
5.6.2 – Balancing Standardization and Mutual Adjustment
5.7 – The Centralization of Authority
5.7.1 – The Merits and Demerits of Centralization of Authority
5.8 – The Decentralization of Authority
5.8.1 – Decentralization is an Extension of Delegation of Authority
5.8.2 – The Merits of Decentralization of Authority
5.8.3 – The Limitations of Decentralization of Authority
5.8.4 – Balancing Centralization and Decentralization
5.9 – The Delegation of Authority
5.9.1 – The Importance of Delegation of Authority
5.9.2 – Delegation in The Indian Context
5.9.3 – The Ideas to Use While Delegating Authority
5.9.4 – The Steps in Delegation of Authority
5.9.5 – The Difference Between Decentralization and Delegation
5.10 – The Span of Management
5.10.1 – The Factors Determining Span of Management
5.11 – The Management by Exception
5.11.1 – The Active MBE vs. The Passive MBE
5.11.2 – The Merits of Management by Exception
5.11.3 – The Limitations of Management by Exception
5.12 – The Formalization and Mutual Adjustment
5.12.1 – The Merits and Limitations of Formalization
5.13 – Departmentation
5.13.1 – The Objectives and Significance of Departmentation
5.13.2 – The Methods of Departmentation
5.13.3 – The Choice of a Method of Departmentation
5.14 – The Bloated Organization Structure
5.15 – The Formal Organization
5.15.1 – The Characteristics of Formal Organization
5.16 – The Informal Organization
5.16.1 – The Characteristics of Informal Organization
5.16.2 – The Significance of Informal Organization
5.16.3 – The Importance of Informal Organization
5.17 – The Formal vs Informal Organizations
5.18 – The Informal Organization Structure
5.19 – The Previous Year and Practice Questions
Organization Theory Micro Topics List – CHAPTER – 06
THE ORGANIZATION STRUCTURE
6.1 – The Meaning and Nature of Organizational Structure
6.2 – The Role and Features of Organization Structure
6.3 – The Merits and Demerits of Organization Structure
6.4 – Mechanism for Designing Structure
6.5 – The Process of Designing Structure
6.6 – Developing the Organization Structure
6.7 – The Elements or Dimensions of Organization Structure
6.8 – The Impact of Strategy on Organization Structure
6.9 – The Impact of People or Human Resources on Organization Structure
6.10 – The Effect of Environment on Organizational Structure – Burns and Stalker Study
6.11 – Emery and Trist Study
6.12 – The Lawrence and Lorsch Study
6.13 – The Morse and Lorsch Study
6.14 – The Effect of Technology on Structure – Joan Woodward Study
6.15 – The Relationship Between Technology and Organizational Structure
6.16 – The Charles Perrow Study
6.17 – The James Thompson Study
6.18 – Size and Organization Structure
6.19 – Forms of Organization Structure
6.19.1 – Simple Structure
6.19.2 – Bureaucratic Structure
6.20 – The Functional Structure
6.21 – The Divisional Structure
6.22 – The Product Departmentalization
6.23 – The Process Departmentalization
6.24 – The Territorial Departmentalization
6.25 – The Customer Departmentalization
6.26 – The Functional Structure vs. Divisional Structure
6.27 – The Project Organization
6.28 – The Mechanistic Structure vs. Organic Structure
6.29 – The Matrix Organizations
6.30 – The Matrix Organization vs Project Organization
6.31 – The Free – Form Organization
6.32 – The Virtual Organization (Network Organization)
6.33 – The Boundaryless Organization
6.34 – The Modular (Networked) Organization
6.35 – The Horizontal Organizations and Teams
6.36 – The Autonomous Teams
6.37 – Team Based Organizations
6.38 – The Line Organizations
6.39 – The Line and Staff Organizations
6.39.1 – The Line and Staff Conflict
6.39.2 – Achieving Cooperation Between Line and Staff
6.40 – Why do Structures Differ?
6.41 – The Life Cycle vs Structure of Organizations
6.42 – The Organizational Structure and Employee Behaviour
6.43 – The Organization Charts
6.44 – The Parkinson’s Law
6.45 – Accountability vs Responsibility
6.46 – Downsizing
6.47 – Tall vs Flat Organizations : A Comparison
6.48 – Mintzberg’s Framework : Five Organizational Forms
6.49 – The Vertically Integrated Organizations
6.50 – A Strategic Approach To Designing Organizations
6.51 – Conglomerates : Diversified “Megacorporations”
6.52 – The Inverted Pyramid
6.53 – The Innovations in Organizational Design
6.54 – The Fishnet Organization
6.55 – The Empowered Organization
6.56 – The Previous Year and Practice Questions
Organization Theory Micro Topics List – CHAPTER – 07
THE ORGANIZATIONAL CULTURE
7.1 – The Concept of Organizational Culture
7.2 – The Primary Characteristics of Organizational Culture
7.3 – The Importance or Significance of Organizational Culture
7.4 – The Impact of Culture on Organizations
7.5 – The Impact of Culture on Organization’s Effectiveness
7.6 – The Impact of Culture on Two Different Groups of Organizations
7.7 – The Dimension and Elements of Organizational Culture
7.8 – How Employees Learn Culture
7.9 – Contingencies of Organizational Culture and Effectiveness
7.10 – The Strategies for Merging Different Organizational Cultures
7.11 – The Negative Aspects of Culture or Culture as a Liability
7.12 – The Indications of a Negative Organizational Culture
7.13 – The Effects of a Negative Organizational Culture
7.14 – Determinants of the Organizational Culture
7.15 – Components of the Organizational Culture
7.16 – The Cultural Typology
7.17 – The Types of Organizational Culture
7.18 – Strong vs. Weak Culture
7.19 – The Functions of Culture
7.20 – The Creation of an Organizational Culture
7.21 – Maintaining & Strengthening the Organizational Culture
7.22 – Perpetuating the Culture
7.23 – Changing the Organizational Culture
7.24 – Socialization – Familiarization with Organizational Culture
7.25 – The Psychological Contracts
7.26 – Edgar Schein Model of Organizational Culture
7.27 – Deciphering Organizational Culture through Artifacts
7.28 – The Cultural Change in Organizations
7.29 – The Causes of Cultural Change in Organizations
7.30 – The Measures Regarding Cultural Change
7.31 – The OCTAPACE Culture
7.32 – The Diversity in Organizations
7.33 – The Spiritual Organizations
7.34 – The Features and Criticisms of Spiritual Organizations
7.35 – Creating Vision
7.36 – Operationalizing Values and Vision
7.37 – The Organizational Subcultures
7.38 – Ethnocentrism vs. Cultural Relativism
7.39 – The Status Patterns in Organizations
7.40 – The Kinds of Status
7.41 – The Concept and Nature of Organizational Climate
7.42 – The Features or Characteristics of Organizational Climate
7.43 – The Dimensions of Organizational Climate
7.44 – The Significance or Importance of Organizational Climate
7.45 – The Factors Influencing Climate and Culture
7.46 – Organizational Context
7.47 – Organizational Structure
7.48 – Leadership Process
7.49 – Physical Environment
7.50 – Organizational Values and Norms
7.51 – Improving Organizational Climate
7.52 – The Charles Handy of Organizational Culture
7.53 – The Johnson and Scholes Cultural Web
7.54 – The Application of Johnson and Scholes Cultural Web
7.55 – Hofstede’s Dimension of Culture
7.56 – Robert A. Cooke Model of Organizational Culture
7.57 – The Denison Model of Organizational Culture
7.58 – Deal and Kennedy’s Cultural Model
7.59 – The Application of Deal and Kennedy’s Cultural Model
7.60 – Cameron and Quinn Competing Values of Cultural Model
7.61 – Miles and Snow Organizational Strategies
7.62 – The Management Theory by Henry Mintzberg
7.63 – Implementing the Mintzberg’s Theory
7.64 – The Previous Year Questions
Organization Theory Micro Topics List – CHAPTER – 08
THE ORGANIZATIONAL POWER AND POLITICS
8.1 – The Introduction to Power, Authority and Responsibility
8.2 – The Concept of Power
8.3 – The Characteristics of Power
8.4 – The Importance of Power
8.5 – The Responses to the Use of Power
8.6 – The Concept of Power Dynamics
8.7 – The Theories of Organizational Power
8.8 – The Concept of Power Distribution
8.9 – The Strategic Contingencies Model : Power Through Dependence
8.10 – The Concentration of Power
8.11 – The Symbols of Power
8.12 – Power vs. Authority
8.13 – The Sources of Power and Strategic Contingency Approach
8.13.1 – A Contingency Approach to Power
8.14 – The Bases of Power
8.15 – The Relationship Between Different Types of Power
8.16 – Symbols of Powerlessness
8.17 – The Power and Leadership
8.18 – The Traits of Successful Power Users
8.19 – Power tactics or The Influence Tactics in the Workplace
8.20 – Faces of power
8.21 – The Concept of Responsibility
8.22 – The Concept of Authority
8.23 – The Relationship Between Authority and Responsibility
8.24 – The Concept of Accountability
8.25 – The Kinds of Authority
8.26 – The Sources of Authority
8.27 – The Limitations or Restrictions of Authority
8.28 – The Organizational Politics
8.29 – The Types of Political Behaviour
8.30 – The Techniques of Organizational Politics or Strategies to Acquire Power or Various Categories of Political Behaviour
8.31 – The Reasons for Political Behaviour or Organizational Politics
8.32 – Different types of Organizational Politics
8.33 – Adverse effects of Organizational Politics
8.34 – Managing Political Behaviour in Organizations
8.35 – The Methods of Political Guidelines
8.36 – Ethical Issues of Power and Politics
8.37 – The Impression Management
8.38 – The Process of Impression Management
8.39 – The Impression Management Strategies
8.40 – Techniques of Impression Management
8.41 – Improving Impression Management
8.42 – The Previous Year and Practice Questions
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