Rational Model of Organization

An organization is most commonly defined as a systematic entity composed of interrelating and interactive members belonging to different sub-divisions within the organization and hierarchy levels but whose distinct functions and output are always in accord to the company’s pre-defined goal or orientation. As a system, an organization operates with the support of a hierarchy and offices (employing the concept of division of labor) and through a distinct but interlinking structured process flow. As regards, what defines a rational organization is the justified role of each aspects of the very essence of an organization.

It is characterized by a rigid hierarchical level, wherein each level takes in an inherent degree of authorization or power, which subjects every decision under a controlled process. Inspired by Taylor’s time and motion studies for the purpose of knowing the one-best-way (most cost-efficient and effective way) of achieving the goal, the rational model rationalizes every process as well as the functions of each person who shall carry these processes in order to achieve the organization’s pre-defined goal.

This kind organization consists of layers with the workers, whose task is to get their hands dirty, to clerical-skilled staff, up to the top management positions that dwells at the apex of the organization’s pyramid. Adhering to the pyramid’s concept, the decision-making process in this model follows a bottom-to-top flow wherein a decision will not be able to go straight to the top without prior recommending approvals from the lower level managers.

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The workflow of this design has pre-justified and pre-defined components (levels). Hence, employees are then obliged to carry out and complete tasks in conformity to their functions as specified. The deliverables should be based on the expected output attached with the position, but of course must still be consistent with the organization’s goal. In return, the firm has an obligation to meet the demands of its employees -- since such are a contributing factor in the motivation of employees.

This obligation may be in the form of appraisal (promotion), salary increases, health and insurance benefits, working environment, or may be in the form of punishment (if needed).

Reference

(1999). Organizations and Geography. Retrieved May 09, 2008, from http://faculty. washington. edu/krumme/readings/organizations. html Heil, Karl. Organizational Analysis and Planning. Retrieved May 10, 2008, from http://www. referenceforbusiness. com/management/Ob-Or/Organizational-Analysis-and-Planning. html Notes from Carter, et al. http://www. csub. edu/~rmejia3/Organizations. doc

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