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Transcript of Org Theory Core
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Organizational Theory
Winter 2003
Gail Johnson
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OrganizationGreek Organon:
meaning a tool or instrument.
So, organizations are tools orinstruments to meet goals, objectives,to carry out tasks.
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Theory and ParadigmsTheory:
A coherent group of general propositions
used as principles of explanation orA proposed explanation whose status isstill conjectural
Paradigm: an example or pattern
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Theory and ParadigmsTo help us understand how organizationswork
To help us think about how we understandorganizations
To help us think about we approach otherswithin the organization based on our
theory.To help us determine more effective ways oforganizing to get work done.
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Organizational Theology?
Each offers scripture and preaches its
own version of the gospel to modernmanagers. Each has a vision of howorganizations are and should be.
Boleman and Deal, p.3
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Theories as Frames:Frames or Windows
filter
order the worldStructural Frame
Human Resource Frame
Political FrameCultural
Systems
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Structural ParadigmImage: A machine
Pyramid
Words: Efficient
Impersonal
Goal-drivenPhrase: The One Best Way
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Structural ParadigmMax 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 inappropriatestructure
Work effectively when the norms ofrationality prevail.
Specialization permits higher levels ofindividual performance.
Coordination and control are accomplishedbest through the exercise of authority andimpersonal rules, and centralized oversight.
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Structural ParadigmControl
Control
Control
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Margaret WheatleyIf organizations are machines, then
control makes sense. If organizations
are process structures, then seeking toimpose control through permanentstructure is suicide.
Wheatley, p. 23
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Truth or Fiction?Bureaucracy is the single best form oforganization of organization yet devised
for providing consistency, continuity,predictability, stability, deliberateness,efficient performance of repetitive
tasks, equity, rationalism andprofessionalism. (Cooper, p. 201)
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Which is True?Rules promote fairness andaccountability in the conduct of public
business.Rules are also the enemy of progressand dispatch.
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Human Relations FrameImage: Family
Words: Caring, Nurturing, Supportive
Spirit
Concepts: motivation, empowerment,development, communication
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Human RelationsChester Barnard:
The key limiting factor to
organizational success is in gettingpeople to cooperate in accomplishingthe organization's purpose.
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IncentivesTo 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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Maslows Hierarchy of Needs
Self-
Actualization
Belonging Love
Safety
Esteem
Physiological
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Follett: Different VisionCircle, Not Pyramid
Belonging and Relatedness would be
the top.
Self-esteem and self-actualization wouldbe lower-order needs
Mary was not big on individualism.
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Follett: Different VisionWe cannot put the individual on one side
and society on the other, we mustunderstand the complete interrelation ofthe two. Each has no value, no existencewithout the otherThere is no such thingas a self-made man. (p. 257)
Of what then does the individuality of aman consist? Of his relation to the whole,not (1) of his apartness nor (2) of hisdifference alone.
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Follett: Different VisionI am an individual not as far as I am apart
from, but as far as I am part of others.
Non-relation is death. (257)
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Where is your organization?Does it value people?
Does it treat people like adults?
Does it develop people?
Do managers treat employees ascustomers?
Should it?
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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 yourchildren to make decisions, even if they
would, at least initially, prefer you to makethe 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 itfrom us. (p. 214)
We are all part of the evolving situation.
We all must make our contribution.
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Peter Blockthe mindset that there is a population
waiting to be told what norms and
values they are to live by expresses aloss of faith in human capacity.
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Political ParadigmThe political frame views organizationsas 'alive and screaming' political arenas
that house a complex variety ofindividuals and interest groups.
This is not about elections and elected
positions.
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Political ParadigmImage: smoke-filled room
battle
Words: wheeling and dealing
My way or no way.
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Political ParadigmIt is a world not of angels but of angles,
where men speak of moral principles
but act on power principles; a worldwhere we are always moral and ourenemies always immoral.
Saul Alinsky, 1971
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Political ParadigmMorgan: "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 wouldnot otherwise have done."
Follett: "Power might be defined as simply theability to make things happen, to be a causal
agent, to initiate change. "
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Power Paradigm AssumptionsImportant decisions: allocation of scarce resources.
Organizations are coalitions composed of a numberof individuals and interest groups
Individuals and interest groups differ in their values,
preferences, beliefs, information, and perceptions ofreality.
Goals and decisions emerge from ongoing processesof bargaining, negotiation, and jockeying for positionamong individuals and groups.
Because of scarce resources, narrow self-interest andenduring differences, power and conflict are centralfeatures of organizational life."
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Power AssumptionsIts all a game.
Who ever has the most toys wins.
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Human Side of PowerThe decision as to whether an order has
authority or not lies with the persons towhom it is addressed, and does not reside in
'persons of authority' or those who issuethese orders. Chester Barnard
Our job is not how to get people to obeyorders, but how to devise methods by whichwe can best discover the order integral to aparticular situation. Mary Parker Follett
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Human Side of PowerPower Over
power is scarceand limited
giving orders
punish non-compliance
negative beliefsabout people
Power With
power increaseswhen shared
orders aredetermined by thesituation
participatoryproblem-solving
positive beliefsabout people
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Forms of politickingPad budgets to get more resources
Pick easy tasks and build them into
mountainsImage management
Appear busy
Manage to stay until after the "boss"leaves, so you appear to be hardworking.
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Ways to handle conflictAvoidance--denial: moose on the table
Compromise: deals, temporary
Competition: win/lose
Accommodation: giving way,submission
Collaboration: win/win, integrative
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Follett: Dealing with ConflictBring the conflict into the open
denial is dsyfunctional
Make agendas visible:dont pretend you dont havepersonal motives
Lay your cards on the tableListen to the issues and concerns of allparties.
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Follett: Dealing with ConflictBreak issues and concerns into theirconstituent parts:
Seek areas of agreementSeek solutions on the smaller issues.
Understand the symbolic value of the
issues.Respect and trust are essential.
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Follett: Dealing with ConflictNot all problems will have win-winsolutions.
But all parties should feel they havebeen heard and that their views wereseriously considered.
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Obstacles to IntegrationLack of intelligence and inventiveness
Unwillingness to take responsibility
Enjoyment of domination
Fight addict
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Obstacles to IntegrationTendency to theorize rather take action
Language of "war"
The manipulation by the unscrupulousleaders
Our lack of training in the "art" of
cooperative thinking and action
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Kritek: Masks of ManipulationPraise and Flattery
Lying and Deception
Helpfulness and Generosity
Trickery and Secret Deals
Attacking and Threatening
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Covey: Personal InfluenceRefrain from saying the unkind ornegative thing
Exercise patience with others (and self)Distinguish between the person and thebehavior
Perform anonymous service
Keep your promises
Assume the best of others
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Covey: Personal InfluenceSeek first to understand
Reward open, honest expressions
Give an understanding responseAdmit your mistakes, apologize,
Let arguments fly out open windows
Go one on oneRenew your commitment to things youhave in common
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Sources of PowerAuthority
Expertise
Control of ResourcesControl of Process
Control of decision
processes
Information
Personal
AssociationalCoercive
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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 agiven groups as the correct way toperceived, think and feel
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Cultural Paradigm
Words: norms, values
The way it is done here
We dont do that
our way.
Image: village, anthropologist
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Cultural Paradigm:
AssumptionsCulture affects how each member thinks, feels andacts.
Much of what happens is ambiguous and uncertain,
and undermines rational approaches
When faced with uncertainty and ambiguity, peoplecreate symbols to reduce ambiguity and to resolveconflict
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Seidman:
Agency culture and personality
Attempts to change organizationswithout understanding its culturenorms, beliefs, and valuesare boundto fail.
Reorganizations should not be prescribed
as a cure for personality problems.
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Seidman:
Agency culture and personalityAgencies have "distinct and
multidimensional personalities and
deeply ingrained cultures andsubcultures, reflecting institutionalhistory, ideology, values, symbols,
folklore, professional biases, behaviorpatterns, heroes, and enemies.
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Seidman:
Agency culture and personalityIt would be as unthinkable for a secretary
of agriculture to question the innate
goodness of the rural way of life andthe inherent virtues of the family farmas it would be for an OMB director to be
against economy and efficiency
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Seidman:
Agency culture and personalityAs the leader of a rugged 'outdoors-type'
department, a secretary of the interior
is not out of character when he climbsmountains, shoots the Colorado Riverrapids, or organizes well-publicized
hiking and jogging expeditions.
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Seidman:
Agency culture and personalityIdentical conduct by the secretary of the
treasury would shake the financial
community to its core." {pp. 166-167}
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Cultural ParadigmMyths
provide explanations
maintain group cohesion
anchor the present in the past
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Cultural ParadigmSome rituals and ceremonies:
presidential conventions
performance appraisals
award ceremonies
committee meetings (with nooutcomes expected)
management training programs
Twelve Lessons for Leaders
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Twelve Lessons for Leadersof Culture Transformations
Winning minds, changing habits,touching hearts
1. Dont control employees--involve them.2. Model the behavior you want.
3. Make yourself visible
4. Make a clear break with the past.
5. Unleash--but harness the pioneers.
.
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Twelve Lessons for Leaders
of Culture TransformationsWinning Minds, Changing Habits,
Touching Hearts
6. Get a quick shot of new blood--and a slowtransfusion
7.Drive out fear--but dont tolerate resistance.
8. Sell success.9. Communicate, communicate, communicate.
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Twelve Lessons for Leaders
of Culture TransformationsWinning Minds, Changing Habits,
Touching Hearts
10. Bridge the fault lines in theorganization.
11. Change administrative systems that
reinforce bureaucratic culture.12. Commit for the long haul.Osborne and Plasterik, Banishing Bureaucracy
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Open Systems
Organizations can be seen as opensystems, like organisms which
constantly adapt to their internal andexternal environment
Image: organism
Words: flexible, responsive, fluid,changing
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Wheatley:I have observed that the search fororganizational equilibrium is a sure pathto institutional death, a road to zerotrafficked by fearful people. (P. 76).
Life is an open system: Open systemsthat engage with their environment andcontinue to grow and evolve. (P.77)
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AssumptionsExternal conditions influence the flow ofinputs, outputs and can affect the internaloperations.
Organizations use many of their products,services, and ideals as inputs toorganizational maintenance or growth
Organizations are influenced by theirmembers as well as their environments.
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AssumptionsSubsystems are all interrelated andinfluence each other;
Organizations are constantly changing.An organization's success depends onits ability to adapt to its environment
Any level or unit within an organizationcan be viewed as a system.
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Environment
OutputsInputs
Environment
Goals Culture
Behaviors
Processes
Technology
Structure
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Open SystemsInputs
Outputs
TechnologyEnvironment
Goals andstrategies
Behavior andprocesses
CultureHuman resources
Structure
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GAO:Inputs: People and money; some
technology; knowledge
Outputs: reports and testimonyTechnology: brains, analyticthought, rational model,
computers, printingEnvironment: political
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GAO:Goals and
Strategies: vision statement but
no strategic plan toget there.
Behavior and
processes: command and control,accounting model
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Colleges/UniversitiesInputs?
Outputs?
Technology?Goals and Strategies?
Behavior and Processes?
Culture?Human Resources?
Structure?
l
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Application: Senges Learning
OrganizationsSystems Thinking
big picture,interconnections
Personal Mastery
personal vision,patience, reality
Shared Visionpicture of the future
Team Learning
Group IQ
dialogue
greater than sum ofthe parts
Mental Models
questionassumptions, internalimages
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Wheatley:Wheatley asks: Why are we afraid of
what happens if our boat gets rocked?