経営管理論の変遷とネットワーク組織(横田禎昭教授退職記念特集)

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We can say that F. W. Taylor's scientific management and H. Fayol's the principles of management are the ideal types in the management theory tradition. Both are based on the principle of hierarchy. There are also the theories of passive revision and positive revision against the principle of hierarchy. The first is a theory of structural revision and the theory of behavioral sciences and so forth. It attempts to explain operatation of organizations flexibly not rigidly. But it is about management perspective fundamentally, and is concerned with achieving goals efficiently. Nevertheless, there are not some traits of network organization in these arguments. For example, R. T. Golembiewski advanced colleague model that united line and staff as an alternative to traditional separation of line and staff. He argued that colleague model was corresponding to D. McGregor's theory X. It brings about the creativity of subordinates, decreases their work stress, gives an impetus to use computers, and enhances integration of an organization. C. Barnard argued for informal organizations, accepting the results of Howthorne experiments. He argued that the indispensable functions of informal organization in formal organization are communication, the maintenance of cohesiveness and the feelings of personal integrity, selfrespect, and independent choice. And he defined organization as kind of cooperation among members. I think that both hierarchy organization and network organization are also kind of collaboration among members. On the other hand, it is theories and ideas such as contingency theory, the garbage can model of organization choice, and loosely coupled systems and so forth that attempt to revise the principle of hierarchy radically. For example, the eccentric soccer game and educational organization that K. E. Weick presents a very good picture af loosely coupled systems and brings up the image of network organization. Independent and self-autonomic individuals connect with each other loosely, meet and part around problems in loosely coupled systems. There are many leaders or leaders being accepted and rejected by several others in loosely coupled systems. There are no orders or controls but understandings between others in loosely coupled systems. Therefore there is organized disorder in loosely coupled systems. But it is possible to go ahead in a definite direction, not falling into anarchy, because of the sharing of the context among members. The members and the subsystems of loosely coupled systems interact and communicate with each other continually. In short, with the development of management theory from a classic hierarchy one to a theory of behavioral sciences, to a garbage can model of organization choice, loosely coupled systems etc., we can see a greater prominance given to network organization and placing importance on not only goal-activities, but also communicative actions of organization members.
2003-03-28

経営管理論の変遷とネットワーク組織(横田禎昭教授退職記念特集)

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