1. THEORY & PRACTICE IN PUBLIC
ADMINISTRATION
TOPIC: THEORETICAL PERSPECTIVE
MODELS OF ORGANIZATION
PRESENTED BY: LOUIE A. MEDINACELI

2. A theory . . .
consists of a set of concepts and the
relationships that tie them together into a
coherent explanation or understanding of
the phenomenon of interest

3. Cultural Studies
Literary Theory
Poststructural Philosophy
Postmodern Architecture
Linguistics
Semiotics and Hermeneutics
Folklore Studies
Cultural Anthropology
Social Psychology
Biology-Ecology
Political Science
Sociology
Engineering
Economics
SYMBOLIC-
PREHISTORY MODERN POSTMODERN
INTERPRETIVE
1900-1950’s 1960’s & 70’s 1990’s
1980’s
Smith (1776) Von Bertalanffy (1950)
Schutz (1932) Saussure (1959)
Marx (1867) Trist & Bamforth (1951) Whyte (1943) Foucault (1972)
Durkheim(1893) Boulding (1956) Selznick (1949) Bell (1973)
Taylor (1911) March &Simon (1958) Goffman (1959) Jencks (1977)
Follett (1918) Emery (1960)
Gadamer (1960) Derrida (1978)
Fayol (1919) Burns & Stalker (1961) Berger & Luckmann (1966) Lyotard (1979)
Weber (1924) Woodward (1965) Weick (1969) Rorty (1980)
Gulick (1937) Lawrence & Lorsch (1967)
Geertz (1973) Lash & Urry (1987)
Barnard (1938) Thompson (1967) Clifford & Marcus (1986) Baudrillard (1988)
Fig 1.1 Sources of inspiration for organization theory

4. Theoretical Perspectives
Theories linked by similar underlying
assumptions, logics, and vocabularies.
Research adopting similar approaches,
methods, and ways of theorizing.

5. Theory
(built from a selected set of concepts to explain, understand, criticize or create the
phenomenon of interest)
analysis and
association
Concepts
(categories for sorting, organizing, storing information, formed from common
features of specific instances)
abstraction
Phenomena of Interest
(what is to be explained, understood, criticized or created by the theory)

6. Abstraction
The process of removing the unique details of
particular examples so that only their common
aspects remain.
Enables us to process and communicate more
information.

7. Abstract
All Living Things
Plant Animal
Reptile Mammal Bird
Dog Cat
Fido Spot Phydough Spought
Concrete

8. Paradigms
A set of assumptions and practices that define
a scientific discipline (Kuhn).
A way of seeing and thinking about the world.

9. Why Multiple Perspectives?
1. Help better understand and manage the complexity of
organizations.
2. Become more aware of the assumptions underlying
theory and practice and the reasons for doing or not
doing things.
3. Form a basis for determining pressures to act and their
relationship to ethical, efficient, and socially responsible
action.

10. Ontology
Ontology concerns our assumptions about reality
and agency
- is there an objective reality out there or is it subjective,
existing only in our minds?
- are our actions predetermined or do we have
freewill?

11. Epistemology
Epistemology is concerned with knowledge:
- how we generate knowledge
- what constitutes ‘good’ knowledge
- how we represent or describe reality

12. Comparing Ontologies
Objectivism – the belief in an objective, external
reality that exists independently of
our knowledge of it.
Subjectivism – the belief that knowledge of the
world is subjective and that social
reality only exists when we
experience it and give it meaning.

13. Comparing Epistemologies
Positivism – we can discover Truth through the
scientific measurement and
validation of behavior & systems.
Interpretivism – all knowledge is relative to the
knower & can only be understood
from the point of view of
individuals who are directly
involved; truth is socially
constructed.

14. Modernist Perspective
• Objectivist ontology
• Positivist epistemology
• Organizations are real,
rational entities and
systems
• Organization theorists focus
on finding universal laws
governing system
behavior, rational
structures, & standardized
procedures

15. Symbolic-Interpretive
Perspective
• Subjectivist ontology
• Interpretivist epistemology
• Organizations are communities,
socially constructed in everyday
interactions
• Organization theorists study
how people create and give
meaning to their experience of
organizational life

16. Postmodern Perspective
• Ontology - the social world is created
through language & discourse
• Epistemology - there is no Truth;
knowledge & power are interwoven
• Organizations are texts - sites of
power relations, marginalization, and play
• Organization theorists deconstruct &
destabilize ideologies & rational forms of
organizing; encourage a reflexive
questioning of taken for granted
assumptions & practices

17. Poststructuralist Ideas

18. Culture
Social Physical
Structure Structure
Technology
Fig. 1.2 A Conceptual Model Of Organization.

19. Models of
Organization

20. • I. The "Rational" or Formal Model (Metaphor: Machine, Army)
• A. The rationality here is instrumental rationality.
• 1. Reason seeks to adopt means solely in terms of the
efficiency in promoting the end.
2. Ends are set outside the organization (profits, the market
demand for a certain line of products)
• B. The organization is likened to a machine. The individual is
treated as a cog in the machine.
• C. Other
• 1. The organization has the formal pyramidal structure--
Commands move down, information moves up.
2. Individuals are glued to the organization through contracts.
• D. Problems and paradoxes
• 1. Voluntariness of the contract is contradicted by the lack of
autonomy of a cog
2. Alienation of labor, job dissatisfaction, etc.

21. • II. The "Political" or "Factional" Model
• A. The "rationality" is the "tit for tat" model of Polemarchus in Plato's
Republic
• 1. We should help our friends and harm our enemies.
2. We may manipulate ("use") those who are not our friends for the
sake of our faction.
3. The end is the increased power and satisfaction of one's faction.
• B. The organization is conceived as a field of coalitions competing
for scarce resources, power, etc.
• C. Ethics is concerned with stating limits on permissible
manipulation of others:
• 1. The principle of promoting the total good.
2. The principle of respecting the rights of others.
3. The principle of treating others in accord with distributive justice.

22. • III. The Caring Model (Metaphor: Family)
• A. The guiding principle is appropriate care:
• 1. Care focuses on particular persons.
2. Care is undertaken as an end in itself.
3. Care involves individuals engrossed in caring for other
particular individuals.
4. Care is growth-enhancing.
• B. The organization is conceived as a network of
connected selves.
• C. Potential problems
• 1. Excessive caring: invasion of privacy, favoritism
(injustice)
2. Insufficient caring

23. • IV. The Civic Model. Metaphor: New England Town Meeting
• A. At the heart of the civic model is deliberative rationality
• 1. Goal is the common good
2. Fundamental equality and mutual respect among participants.
3. We can deliberate about what makes up the common good and about what
promotes it, but not about whether we should promote the common good.
4. Good action is valuable in itself as well as in its results. (Undercuts alienation.)
• B. Employees are to corporation as good citizen is to the community.
• C. Ethical considerations
• 1. Works best with long-term employees.
2. Great salary differentials between co-deliberators must be avoided.
3. Requires high level of integrity (good character) among the co-deliberators
4. Not all employees will be co-deliberators; one must still treat them with appropriate
respect, caring, etc.
5. The pursuit of the organizational common good must be compatible with the
common good of the larger community, with justice, and with respect for rights of
those outside the organization.

24. When a man works he works. But when a man
prays, GOD works.
Commit to the LORD whatever you do, and your
plans will succeed - Proverbs 16:3
DECISION-MAKING: Trust in the LORD with all our
heart and do not depend on your own
understanding; in all your ways acknowledge Him
and he will crown your efforts with success-
Proverbs 3:5-6
Thank you and God bless.