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Formal organizations were typical for the US economy during the first half of the 20th century. Bureaucracy allowed effective control systems which had a great impact on professional life determining the main standards and expectations. Control systems motivated employees to acquire new skills and knowledge and develop themselves. Based on the strict bureaucratic organization, early management required adequate resolution of a search for meaning, the ability to retain mastery over one’s life; and enhancement of self-esteem (Franceschet, 2002). Successful self-management of a company required sufficient knowledge about the work process and its management to make informed decisions about health care, the performance of activities to manage the change, and the application of skills to preserve adequate psychosocial functioning.
The early formal organizations were based on set standards and rules which governed the company and employees. Many researchers focus on the individual’s experience as indicative of adjustment. In management, maintenance of relatively low levels of negative affect and, in some studies, high levels of positive affect defines optimal adjustment in these studies. Both general (e.g., state anxiety, global distress) and change-specific measures are used. Most studies relied on the absence of negative affect to indicate adequate adjustment (Mullins, 1993). Functional status and role-related behaviors also can indicate adjustment. Return to work has been used as an adjustment index in many studies of those undergoing cardiac events, for example. Other examples of functional status include mobility, completion of physical rehabilitation, and the ability to adhere to change management regimens. First, adjustment to new business, social and political environment is multidimensional, including both intra- and interpersonal dimensions. Within these realms, individual adjustment comprises cognitive (e.g., intrusive thoughts, self-evaluations), emotional (e.g., depression, anxiety), behavioral (e.g., return to work), and physical (e.g., symptom reports) functioning. Interpersonal adjustment often is relevant with regard to both personal relationships (e.g., family, friends) and relationships with health care providers (Duimering and Safayeni, 1998).
During the middle of the 20th century, formal organizations paid special attention to control functions. Planning and control are two crucial parts of modern bureaucracy. Modern management depends upon and is influenced by effective management solutions and strategies. Planning and control are concerned with setting goals, establishing policies and programs, and implementing action for the entire society. Its major tasks are to translate needs, actual and potential, into strategies able to protect millions of people in the situation (Cole, 2005). Management requires quality improvements and new methods of prevention and intervention. Planning and control play an important part in the bureaucratic system as they help management to provide administrative and supervisory activity of an entity. Different types of controls are not simply a limited specialized activity, but rather a perspective for the entire management team. Different types of controls do not function as a separate entity in the change scenario planning, nor is it more important than any other primary activity. Formal organizational structure allows managers and personal to manage, delegate, and coordinate resources, and they provide a system of incentives to encourage and support behavior. Managers and low-level personal establish reporting systems, perform evaluations, and allocate accountability. The traditional definitions of bureaucracy have concentrated on and described the management process. What a manager does is vital, but descriptions do not address the function or purpose of management. The principle of management is to produce positive outcomes. The bureaucratic structure is more complex and is more than leading employees. Indeed, it has many more components (Mullins, 1993).
At the end of the 20th century, the formal structure was less common in small and middle-sized organizations replaced by flexible structure. Still, such giant corporations like Ford and General Motors follow a formal structure of management. In quality control, it is important to consider not only the valences of adjustment dimensions but also their duration and interference with one’s functioning and goal pursuits (Atiyyah, 1995). Individuals’ acute feelings of anxiety and loss on learning that they have a chronic disaster may not compromise adjustment, for example, unless these feelings interfere markedly with the ability to make important management decisions or they persist long after diagnosis. adjustment to a new environment is a complex phenomenon. It is recommended that researchers carefully consider their assumptions with regard to what constitutes positive adjustment, tailor their assessments to the theoretical question of interest, recognize that any particular assessment is likely to provide only a snapshot of circumscribed dimensions of functioning and limit their conclusions regarding adjustment accordingly. Modern management should be based on strict quality standards and principles of health and wellness priorities. There are the control-related tasks of managing panic and other problems, dealing with the environment, and preserving adequate relationships with personnel. In this case, the strict hierarchical structure of the state apparatus and bureaucracy are important elements of control and management. Thus, there is a risk that the bureaucratic structure will fail if the change will be enormous (Robbins, 2002).
A flexible organization is characterized by friendly culture and open communication. One more change type is an adaptation of the company which is as well first-order but now reactive change. This new change is considered internal in its nature. It is appealed for in cases when there is a much more serious necessity to look for deeper problems in the company and solve them rather than to fix identified problems (the latter is simply technical change – it is not going to help the managers to solve deeper problems of the organizations) (Senior, 2001). Researchers agree that: “Size increase precedes and determines structural properties. They suggest that size may be either a predictor, a moderator, a covariant, or a consequence of structure” (Atiyyah 1995, p. 51).
The future of the formal organization is the decentralization of authority and improved personal communication at all levels. The new formal structure of the organization should involve different approaches and tools to create effective and efficient solutions for diverse populations. interventions and prevention campaigns are one type of strategic alliance that may be nurtured by the community health promotion specialist. Others include networks, consortia, leadership councils, and citizen panels. Regardless of its form, strategic alliances generally share certain characteristics (Atiyyah, 1995). Usually, they work well when members gain access to new information, ideas, materials, and other resources; when duplication of services and competition is minimized and consensus decision making is maximized; when the potential for each member to maximize power and influence is achieved; and when responsibility for addressing complex or controversial issues is shared across member organizations. Control systems in bureaucracies are forestalled when members’ resources are diverted unduly to the alliance, when the alliance focuses on issues that are not of core concern to members, or when the alliance delays in taking action due to a slow and cumbersome process for reaching consensus. Finally, coalitions that evaluate their mission, goals, objectives, and activities regularly are more efficacious than coalitions that are not privy to such self-evaluation data. Organizations that achieve high levels of each of these processes and outcomes are more likely to create a favorable organizational climate, such as greater group cohesiveness, which in turn has been shown to be related to greater satisfaction, participation, and performance. Likewise, there is a body of research illustrating that citizen participation in the research and intervention process not only has the potential to improve the quality of life for communities and individuals but it can also increase the quality of data collected by researchers (Mills, 2003).
Micah’s formal organization is supposed to be reorganized and modified but based on its past strengths and history. This time the organizations which are exposed to the change are service institutions. The goal for it is to maximize the health capacity of the community under discussion. Organizational development seems to be an inevitable thing that any organization is supposed to live through. There can be various reasons for organizational change, and all of them have to be carefully taken into account in order to make the organization productive and help it survive in the competitive world of business. It is understandable that some people may appear to be quite conservative and may not accept the change as a positive thing. The organization cannot afford internal conflicts, and needs the employees to work in synergy. Thus, the way out in this situation could be inviting a consultant who could train employees the new ways of behavior in a changed environment and make them believe that change is a positive thing, as well as make them work for the success of their company.
References
Atiyyah, H. S. (1995). The Structuring of Branches: A Test of Formal Organization Theory at Subunit Level in a Developing Country. International Studies of Management & Organization, 25 (1), 51.
Cole, K., (2005). Management –Theory and Practice, Pearson: Australia.
Duimering, D., Safayeni, F. (1998). The Role of Language and Formal Structure in the Construction and Maintenance of Organizational Images. International Studies of Management & Organization, 28 (1) 43.
Franceschet, A. (2002). Justice and International Organization: Two Models of Global Governance. Global Governance, 8 (1), 19.
Mills, H. (2003). Making Sense of Organizational Change. Routledge.
Mullins, L.J. (1993). Management and Organizational Behaviour. 3 d Edition. Pitman Publishing.
Robbins, S. (2002). Organizational Behavior. Pearson Higher.
Senior, B. (2001). Organizational Change, Capstone Publishing.
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