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Kenneth D. Mackenzie

January 01, 1970

Kenneth D. Mackenzie (born 1937) is an American organizational theorist, former professor at the University of Kansas and management consultant. He is known for his early work on the "Theory of Group Structures"[1] and his later work on organizational design[2]

Biography edit

Mackenzie received his BA in mathematics with a minor in Physics in 1960 from the University of California, Berkeley, where in 1964 he also obtained his Ph.D. in Business Administration.[3]

After his graduation Mackenzie started his academic career in 1964 at the Carnegie-Mellon University as assistant professor of economics. In 1967 he moved to the Wharton School of the University of Pennsylvania at the University of Pennsylvania.[3] In 1972 he moved to the University of Kansas, where he was appointed Edmund P. Learned Distinguished Professor from January 1972 to January 2006. He further taught at U.C. Berkeley, University of Waterloo, and KU. In 2000 Mackenzie founded the consultancy firm EMAC Assessments, LLC.

Mackenzie has served on numerous editorial boards including Management Science, Organizational studies, International Journal of Organizational Analysis, Journal of Management Inquiry, Human Systems Management, and Engineering Management Research.

He has published 19 books and over 100 articles.

Work edit

Mackenzie research interests have been in the fields of organization theories, organization design processual models, organizational leadership, multi-level research and the discoverer of the organizational hologram.

Representing Group and Organizational Structures and Processes edit

As a researcher, a teacher, an author, and an editor, he frequently encounters the difficulty of how to represent fundamental concepts such as leadership, structure, and process. In particular, the representations of structure and group and organizational processes are especially interesting and important because they cut across the group and organizational sciences.

In this regard, he has learned two things worth mentioning produced over a course of many years of research into organizational phenomena: the representation of group and organizational (a) structures and (b) processes. Both concepts are central to discussions of group and organizational processes (GOPs). And neither is represented consistently among scholars and practitioners. The result is confusion and barriers to cumulation. For how can one build on another's results when the other's methods and concepts are inconsistent with one's own?

Representing Group and Organizational Structures edit

A structure, Sn, of a group or organization of n agents, Xn = (x1, x2, ..., xi, ..., xn) can be represented by this equation:

Sn = (Xn; R) (Equation 1)

where the matrix R has n rows and n columns and entries rij where row i corresponds to the "sender," xi , the column j corresponds to the "receiver," xj , and the value of an entry rij is a measure of an interaction from xi to xj. The value of rij can range from a binary relation such as a boss-subordinate to how many thousands of board feet of douglas fir, 4-side finished, eight foot 2 x 4's were sold by wholesaler i to retailer j during a specified time period.

The xi ϵ X are engaged Processual Agents such as individuals, groups (e.g. committees, task forces, virtual teams, etc.), and even organizations. The dimension and measures for the entries, rij , are chosen for the purposes of an analysis. It is important to realize that in this representation of group and organizational structures, the entries rij reflect the actual relationship between its members relevant to the purposes of the study. Please note the asymmetry: rij rarely equals rji . Also, in some applications, not all of the Processual Agents xi ϵ X are, in fact, human.

Given this representation of group and organizational structures, the following conclusions have strong empirical support:

  1. Structures are more accurately viewed as effects rather than causes of behavior.
  2. Different tasks may have different structures.
  3. Groups and organizations have multiple structures.
  4. These structures are interdependent.
  5. Structures can and do change.
  6. A structure represents a need satisfying interaction pattern. As needs change, so will the structures to satisfy them as long as there is net benefit for the change.
  7. These structural change processes can be modeled and explained.
  8. Most group and organizational behavior takes place "outside" of the formal lines of authority. Departures from the organizational chart are normal.
  9. Processes and their structures are independent.

Representing Group and Organizational Processes edit

Any group and organizational process (GOP) can be represented as:

Y = F(C) (Equation 2)

where C is a vector of considerations or steps in a GOP, F is a network illustrating the linkages between each of the considerations or steps, and Y is the set of outcomes of the GOP.

Intuitively, a GOP is a time dependent sequence of behaviors governed by a process framework given by equation (2). The GOP representation of equation (2) is derived from these six ontological axioms:

  1. A GOP involves one or more processual agents.
  2. A GOP involves two or more linked process elements.
  3. A GOP is not random.
  4. A GOP is linked to at least one other GOP.
  5. A GOP representation requires process resources and involves their characteristics-in-use.
  6. A GOP has more than one level.

Bibliography edit

Books edit

  • Mackenzie, Kenneth D. (1976). A theory of group structures. New York: Gordon and Breach. 2 vols.[4]
  • Mackenzie, Kenneth D. "Organizational design: The organizational audit and analysis technology." Ablex Pub, 1986.
  • Mackenzie, K. D., (1991). "The Organizational Hologram: The Effective Management of Organizational Change." Boston, MA: Kluwer Academic Publishers.
  • Mackenzie, K. D., (2015). "Group and Organizational Processes, Volume I: The Quest to Discover Their Essence." Saarbrücken, Deutschland / Germany: Lambert Academic Publishing.

Articles edit

  • Bernhardt Irwin, Mackenzie Kenneth D (1972). "Some problems in using diffusion models for new products" (PDF). Management Science. 19 (2): 187–200. doi:10.1287/mnsc.19.2.187.
  • Mackenzie Kenneth D., House Robert (1978). "Paradigm development in the social sciences: A proposed research strategy". Academy of Management Review. 3 (1): 7–23. doi:10.2307/257572. JSTOR 257572.
  • Mackenzie Kenneth D (1986). "Virtual positions and power". Management Science. 32 (5): 622–642. doi:10.1287/mnsc.32.5.622.
  • Mackenzie, Kenneth D. (Jan 2000). "Processes and their frameworks". Management Science. 46 (1): 110–125. doi:10.1287/mnsc.46.1.110.15126.
  • Mackenzie, Kenneth D. "Group and organizational processes." In S. M. Dahlgaard-Park (Ed.), "The Sage Encyclopedia of Quality and the Service Economy." Los Angeles, CA: Sage Reference, pp. 269–275.
  • Mackenzie, Kenneth D. "Organizational hologram." In S. M. Dahlgaard-Park (Ed.), "The Sage Encyclopedia of Quality and the Service Economy." Los Angeles, CA: Sage Reference, pp. 467–170.

See also edit

References edit

  1. ^ Wilke, Henk AM, and Roel W. Meertens. "Group performance." (1994).
  2. ^ Malone, Thomas W. "Modeling coordination in organizations and markets." Management science 33.10 (1987): 1317-1332.
  3. ^ a b AN INTERVIEW WITH KENNETH MACKENZIE Interviewer: Jewell Willhite. at kuonlinedirectory.org. Accessed 04.02.2015.
  4. ^ Reissued by Routledge in 2016.

External links edit

 
Wikiquote has quotations related to Kenneth D. Mackenzie.
  • Ken Mackenzie at organization.expert

January 01, 1970
kenneth, mackenzie, born, 1937, american, organizational, theorist, former, professor, university, kansas, management, consultant, known, early, work, theory, group, structures, later, work, organizational, design, contents, biography, work, representing, grou. Kenneth D Mackenzie born 1937 is an American organizational theorist former professor at the University of Kansas and management consultant He is known for his early work on the Theory of Group Structures 1 and his later work on organizational design 2 Contents 1 Biography 2 Work 2 1 Representing Group and Organizational Structures and Processes 2 2 Representing Group and Organizational Structures 2 3 Representing Group and Organizational Processes 3 Bibliography 3 1 Books 3 2 Articles 4 See also 5 References 6 External linksBiography editMackenzie received his BA in mathematics with a minor in Physics in 1960 from the University of California Berkeley where in 1964 he also obtained his Ph D in Business Administration 3 After his graduation Mackenzie started his academic career in 1964 at the Carnegie Mellon University as assistant professor of economics In 1967 he moved to the Wharton School of the University of Pennsylvania at the University of Pennsylvania 3 In 1972 he moved to the University of Kansas where he was appointed Edmund P Learned Distinguished Professor from January 1972 to January 2006 He further taught at U C Berkeley University of Waterloo and KU In 2000 Mackenzie founded the consultancy firm EMAC Assessments LLC Mackenzie has served on numerous editorial boards including Management Science Organizational studies International Journal of Organizational Analysis Journal of Management Inquiry Human Systems Management and Engineering Management Research He has published 19 books and over 100 articles Work editThis section of a biography of a living person does not include any references or sources Please help by adding reliable sources Contentious material about living people that is unsourced or poorly sourced must be removed immediately Find sources Kenneth D Mackenzie news newspapers books scholar JSTOR October 2022 Learn how and when to remove this message Mackenzie research interests have been in the fields of organization theories organization design processual models organizational leadership multi level research and the discoverer of the organizational hologram Representing Group and Organizational Structures and Processes edit As a researcher a teacher an author and an editor he frequently encounters the difficulty of how to represent fundamental concepts such as leadership structure and process In particular the representations of structure and group and organizational processes are especially interesting and important because they cut across the group and organizational sciences In this regard he has learned two things worth mentioning produced over a course of many years of research into organizational phenomena the representation of group and organizational a structures and b processes Both concepts are central to discussions of group and organizational processes GOPs And neither is represented consistently among scholars and practitioners The result is confusion and barriers to cumulation For how can one build on another s results when the other s methods and concepts are inconsistent with one s own Representing Group and Organizational Structures edit A structure Sn of a group or organization of n agents Xn x1 x2 xi xn can be represented by this equation Sn Xn R Equation 1 dd where the matrix R has n rows and n columns and entries rij where row i corresponds to the sender xi the column j corresponds to the receiver xj and the value of an entry rij is a measure of an interaction from xi to xj The value of rij can range from a binary relation such as a boss subordinate to how many thousands of board feet of douglas fir 4 side finished eight foot 2 x 4 s were sold by wholesaler i to retailer j during a specified time period The xi ϵ X are engaged Processual Agents such as individuals groups e g committees task forces virtual teams etc and even organizations The dimension and measures for the entries rij are chosen for the purposes of an analysis It is important to realize that in this representation of group and organizational structures the entries rij reflect the actual relationship between its members relevant to the purposes of the study Please note the asymmetry rij rarely equals rji Also in some applications not all of the Processual Agents xi ϵ X are in fact human Given this representation of group and organizational structures the following conclusions have strong empirical support Structures are more accurately viewed as effects rather than causes of behavior Different tasks may have different structures Groups and organizations have multiple structures These structures are interdependent Structures can and do change A structure represents a need satisfying interaction pattern As needs change so will the structures to satisfy them as long as there is net benefit for the change These structural change processes can be modeled and explained Most group and organizational behavior takes place outside of the formal lines of authority Departures from the organizational chart are normal Processes and their structures are independent Representing Group and Organizational Processes edit Any group and organizational process GOP can be represented as Y F C Equation 2 dd where C is a vector of considerations or steps in a GOP F is a network illustrating the linkages between each of the considerations or steps and Y is the set of outcomes of the GOP Intuitively a GOP is a time dependent sequence of behaviors governed by a process framework given by equation 2 The GOP representation of equation 2 is derived from these six ontological axioms A GOP involves one or more processual agents A GOP involves two or more linked process elements A GOP is not random A GOP is linked to at least one other GOP A GOP representation requires process resources and involves their characteristics in use A GOP has more than one level Bibliography editThis list is incomplete you can help by adding missing items August 2016 Books edit Mackenzie Kenneth D 1976 A theory of group structures New York Gordon and Breach 2 vols 4 Mackenzie Kenneth D Organizational design The organizational audit and analysis technology Ablex Pub 1986 Mackenzie K D 1991 The Organizational Hologram The Effective Management of Organizational Change Boston MA Kluwer Academic Publishers Mackenzie K D 2015 Group and Organizational Processes Volume I The Quest to Discover Their Essence Saarbrucken Deutschland Germany Lambert Academic Publishing Articles edit Bernhardt Irwin Mackenzie Kenneth D 1972 Some problems in using diffusion models for new products PDF Management Science 19 2 187 200 doi 10 1287 mnsc 19 2 187 Mackenzie Kenneth D House Robert 1978 Paradigm development in the social sciences A proposed research strategy Academy of Management Review 3 1 7 23 doi 10 2307 257572 JSTOR 257572 Mackenzie Kenneth D 1986 Virtual positions and power Management Science 32 5 622 642 doi 10 1287 mnsc 32 5 622 Mackenzie Kenneth D Jan 2000 Processes and their frameworks Management Science 46 1 110 125 doi 10 1287 mnsc 46 1 110 15126 Mackenzie Kenneth D Group and organizational processes In S M Dahlgaard Park Ed The Sage Encyclopedia of Quality and the Service Economy Los Angeles CA Sage Reference pp 269 275 Mackenzie Kenneth D Organizational hologram In S M Dahlgaard Park Ed The Sage Encyclopedia of Quality and the Service Economy Los Angeles CA Sage Reference pp 467 170 See also editList of University of Waterloo peopleReferences edit Wilke Henk AM and Roel W Meertens Group performance 1994 Malone Thomas W Modeling coordination in organizations and markets Management science 33 10 1987 1317 1332 a b AN INTERVIEW WITH KENNETH MACKENZIE Interviewer Jewell Willhite at kuonlinedirectory org Accessed 04 02 2015 Reissued by Routledge in 2016 External links edit nbsp Wikiquote has quotations related to Kenneth D Mackenzie Ken Mackenzie at organization expert Retrieved from https en wikipedia org w index php title Kenneth D Mackenzie amp oldid 1158204641, wikipedia, wiki, book, books, library,

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