Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Winter 2003
Gail Johnson
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Organization
Greek Organon: meaning a tool or instrument.
So, organizations are tools or instruments to meet goals, objectives, to carry out tasks.
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Organizational Theology?
Each offers scripture and preaches its own version of the gospel to modern managers. Each has a vision of how organizations are and should be.
Boleman and Deal, p.3
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Theories as Frames:
Frames or Windows
filter order the world
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Structural Paradigm
Image:
Words:
Phrase:
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Structural Paradigm
Max Weber: Structure strives to achieve: calculability of rational results, precision, stability, discipline, and reliability.
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Structural Assumptions:
Exist to accomplish its goals Problems usually reflect an inappropriate structure Work effectively when the norms of rationality prevail. Specialization permits higher levels of individual performance. Coordination and control are accomplished best through the exercise of authority and impersonal rules, and centralized oversight.
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Structural Paradigm
Control
Control Control
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Margaret Wheatley
If organizations are machines, then control makes sense. If organizations are process structures, then seeking to impose control through permanent structure is suicide.
Wheatley, p. 23
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Truth or Fiction?
Bureaucracy is the single best form of organization of organization yet devised for providing consistency, continuity, predictability, stability, deliberateness, efficient performance of repetitive tasks, equity, rationalism and professionalism. (Cooper, p. 201)
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Which is True?
Rules promote fairness and accountability in the conduct of public business. Rules are also the enemy of progress and dispatch.
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Human Relations
Chester Barnard: The key limiting factor to organizational success is in getting people to cooperate in accomplishing the organization's purpose.
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Incentives
To get them to cooperate you must induce them to join the organization and then induce them to contribute. The organization depends upon the motives of individuals and the inducements that satisfy them.
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Incentives
Material: money, compensation, bonuses Personal: prestige, distinction, power Values: pride of workmanship, altruistic service, loyalty, patriotism Associational: social compatibility, social status Opportunity: participation, efficacy Security: job security, support
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Theory Y
adults desire to achieve committed to work responsible lead, control their work want to do a good job
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Mary Says:
Even if it is true that people want to be told what to do--and I dont think it is true but even if it is-I dont think there is any reason to encourage that desire. As a parent, you teach your children to make decisions, even if they would, at least initially, prefer you to make the decisions for them.
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Mary Says:
We all have to learn to take our share of responsibilityand leaders should make us feel our responsibility, not take it from us. (p. 214) We are all part of the evolving situation. We all must make our contribution.
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Peter Block
the mindset that there is a population waiting to be told what norms and values they are to live by expresses a loss of faith in human capacity.
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Political Paradigm
The political frame views organizations as 'alive and screaming' political arenas that house a complex variety of individuals and interest groups. This is not about elections and elected positions.
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Political Paradigm
Image:
Words:
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Political Paradigm
It is a world not of angels but of angles, where men speak of moral principles but act on power principles; a world where we are always moral and our enemies always immoral. Saul Alinsky, 1971
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Political Paradigm
Morgan: "Power is the medium through which conflicts of interest are ultimately resolved. Power influences who gets what, when, and how." Dahl: "Power involves an ability to get another person to do something that he or she would not otherwise have done." Follett: "Power might be defined as simply the ability to make things happen, to be a causal
agent, to initiate change. "
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Power Assumptions
Its all a game. Who ever has the most toys wins.
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Power With
power increases when shared orders are determined by the situation participatory problem-solving positive beliefs about people
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Powerlessness
In organizations, it is powerlessness, not power that corrupts. When people feel powerless, they behave in petty, territorial ways. The become rulesminded and they are over-controlling because theyre trying to grab hold of some little piece of the world that they do control and then over-manage it to death. Kantor
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Forms of politicking
Pad budgets to get more resources Pick easy tasks and build them into mountains Image management Appear busy Manage to stay until after the "boss" leaves, so you appear to be hard working.
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Understand the symbolic value of the issues. Respect and trust are essential.
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Obstacles to Integration
Lack of intelligence and inventiveness Unwillingness to take responsibility Enjoyment of domination Fight addict
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Obstacles to Integration
Tendency to theorize rather take action Language of "war" The manipulation by the unscrupulous leaders Our lack of training in the "art" of cooperative thinking and action
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Masks of Manipulation
Deliberate Stupidity Cuteness and Flirtatiousness Persevering Withholding
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Sources of Power
Authority Expertise Control of Resources Control of Process Control of decision processes Information Personal Associational Coercive
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Exercise:
Who has power in your organization?
What are your sources of power?
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Cultural Paradigm
A pattern of basic assumptions, invented, discovered, or developed by a given groups as the correct way to perceived, think and feel
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Cultural Paradigm
Words: norms, values The way it is done here We dont do that our way. village, anthropologist
Image:
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Seidman:
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Seidman:
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Cultural Paradigm
Myths provide explanations maintain group cohesion anchor the present in the past
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Cultural Paradigm
Some myths we live by: Authority must always equal responsibility Planned organizational change The objective, neutral expert Managerial control One best way
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Cultural Paradigm
Some rituals and ceremonies: presidential conventions performance appraisals award ceremonies committee meetings (with no outcomes expected) management training programs
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Open Systems
Organizations can be seen as open systems, like organisms which constantly adapt to their internal and external environment
Image: organism Words: flexible, responsive, fluid, changing
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Systems Paradigm
What endures is process: dynamic adaptive creative Leader maintains focus, guiding principles, and vision.
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Wheatley:
I have observed that the search for organizational equilibrium is a sure path to institutional death, a road to zero trafficked by fearful people. (P. 76).
Life is an open system: Open systems that engage with their environment and continue to grow and evolve. (P.77)
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Assumptions
External conditions influence the flow of inputs, outputs and can affect the internal operations. Organizations use many of their products, services, and ideals as inputs to organizational maintenance or growth Organizations are influenced by their members as well as their environments.
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Assumptions
Subsystems are all interrelated and influence each other; Organizations are constantly changing. An organization's success depends on its ability to adapt to its environment Any level or unit within an organization can be viewed as a system.
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Environment
Goals Inputs
Culture
Outputs
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Open Systems
Inputs Outputs Technology Environment Goals and strategies Behavior and processes Culture Human resources Structure
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GAO:
Inputs: People and money; some technology; knowledge Outputs: reports and testimony Technology: brains, analytic thought, rational model, computers, printing Environment: political
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GAO:
Goals and Strategies: vision statement but no strategic plan to get there. Behavior and processes: command and control, accounting model
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GAO:
Culture: 100% accuracy; inspect accuracy; checkers checking the checkers. Human resources: few careers; rewards based on writing, not rocking the boat. Structure: flat at the bottom; very steep hierarchy at the top.
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Colleges/Universities
Inputs? Outputs? Technology? Goals and Strategies? Behavior and Processes? Culture? Human Resources? Structure?
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Team Learning
Group IQ dialogue greater than sum of the parts
Personal Mastery
personal vision, patience, reality
Mental Models
question assumptions, internal images
Shared Vision
picture of the future
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Wheatley:
We are capable of ...transformations when we trust that new thoughts and ideas can selforganize in the environment of our minds and our organizations. And we should do well to take clouds more seriously: After all, how do you hold a hundred tons of water in the air with no visible means of support? You build a cloud.
Cole, in Wheatley, p.99
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Wheatley:
Wheatley asks: Why are we afraid of what happens if our boat gets rocked?
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