This paradigm assumes an organisation is a system that you can design and control in a scientific manner. The way of thinking is technical, even when talking about humans. Control is the core value, and everything is looked at in a rational manner.
This paradigm excludes external factors to protect the internal system. Central in this closed-system is the rational, by human designed systems.
Starting in 1950 this paradigm lost its popularity. People realised organisations are actually open systems rather than closed ones. This kicked-off the creation of learning organisations and quality management.
Two forms of this paradigm exist. One is the Taylor form which didn't looked at the top management. It was mainly focussed on the technical efficiency of the operation, not the leadership. This contrasts with the form of Fayol. The organisation as a whole is a central element in this form, typically more used in public organisations. As such a tension exists between the technical (Taylor) form and the governing (Fayol) form. [foo]
| Short overview | ||
|---|---|---|
| theoretical base | engineering ( & legal) | |
| [[Perspectives on rationalities | Rationality]] | Technical efficiency & managerial control |
| Instruments | division of task, design of tasks, control systems, hierarchies | |
| Competing Values Framework | internal, control |