Dra. ASMIDA, M. Pd. Chapter VI. The Equilibrium of the Organization

Chapter VI
The Equilibrium of the Organization
 Simon, H.A. 1976. Administrative Behavior (4th ed.) New York: The Free Press. 

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I.        Inducements

the contribution is direct if the goals set for the organization have direct personal  value for the individual church membership is a typical example of this.

II. Types Of Organization Participants

organization members may be classified in other ways than in terms of the inducement they receive for their participation. they may be classified in terms of the types of contributions they make to the organization: specific services (a supplier of material);money or other neutral services that may be employed as incentives (customer); and time and effort (employes) 

III.      Organzations Goals As Inducements

If The Goal Is Relatively Tangible, Making Shoes Its Usualy Not Too Difficult To Assess The Contribution Of Specific Activities Toward It, And Hence To Evaluate Their Usefulness. 

If the goal is less tangible like that of a religious organization it becomes more debatable whether a particular activity contributes to the goal, and hence there many be considerable controversy, even among those who wish to work for the goal, as to how it is to be attained

• Aplication To Specific Organization Types

 in the case of the business organization the organization goal the output of product is a personal goal for individuals who are ordinarily not considered members of the organization, that is, the customers. 

• Adaptation Of The Organization Objective  
  the organization objective is by no means a static thing.
  hence, althought it is correct to say that organization behavior is oriented toward the organization objective, this is not the whole story, for the organization objective itself changes in response to the influence of those for whom the accomplishment of that objective itself changes in response to the influence of those for whom the accomplishment of that objective secures personal values.
  the crucial issue for any such individual is whether the organization objective is sufficiently close to his personal goal to make him choose to participate in the group.
• Loyality Of Employess To Organization Objective  

 although the organization objective is of greatest importance in relation to the behavior of those participants who have been called “ customers”, almost all the members of an organization become imbued, to a greater or lesser degree, with the organization aim, andare influeced by it in their behavior

IV. Incentives for employee participation

to an employee of a non volunteer organization the most obvious personal incentive that the  organization offers is a salary or wage. it is a peculiar and important characteristic of his relation with the organization that, in return for this inducement, he offers the organization not a specific  observice but his undifferentiated time and effort.

V.  Values Derived From Organization Size And Growth 
Conservation objektives may provide important values, also, for the other employess of the organization as well, particulary those who are mobile. An organization that is growing that is growing and prospering offers  greater oppurtunities for prestige and advancement that one that is static or declining

VI. Organization Equilibrium And Efficiency  

1. Equilibrium In Commercial Organizations 
2. Equilibrium In Governmental Agencies 
3. Equilibrium In In Non-Provit Private Organizations  
4. Elements In Common 
5. The Criterion Of Efficiency   

  VII. Conclusion

The organization has been described in this chapter as a system in equilibrium, which receives contributions in the form of money  or effort, and offers inducements in return for this contributions. These inducemens  include the organization goal itself, conservation and growth of the organization, and incentives unrelated to these two.

The organization equilibirium is maintained by the control group, whose personal values may be of various kinds, but who assume the responsibility of maintaining the life of the organization in order that they may attain these values.

The remaining chapter of this volume will contain a development of the topics introduced thus far. The authority relationship will be examined more closely, the concept of efficiency will be analyzed, a study will be made of organizational loyalities , and the mechanisms of organization influence over the individual will be discussed in some detail. With this material at hand, it will be possible two draw a comprehensive picture of the anatomy of organization and the processes of decision in administrasion.

COMMENTARY ON CHAPTER VI

CONCLUSION

We can now summarize what is meant by organizational goal. First, decisions are seldom directed toward a single goal; rather, decisions are concerned with discovering courses of action that satisfy a whole set of constraints. It is this set, and not any one of its members, that is most accurately viewed as the goal of the action. Sometimes we select a constraint for special attention because of its relation to the search process that is generating or designing particular courses of action.