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76 Cards in this Set
- Front
- Back
9 Frames
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1. Structural Frame/Machines (Boleman and Deal/Morgan)
2. Human Resources Frame (Boleman and Deal) 3. Political Frame (Boleman and Deal/Morgan) 4. Symbolic Frame/Cultures (Boleman and Deal/Morgan) 5. Organisms (Morgan) 6. Brains (Morgan) 7. Psychic Prisons (Morgan) 8. Flux and Transformation (Morgan) 9. Domination (Morgan) |
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Weick loosely coupled systems
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The more 2 events share variables, the more closely coupled they are. A loosely coupled system can isolate its trouble spots and prevent trouble from spreading.
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Garbage can model (March & Olsen 1976) (Cohen, March, and Olsen 1972)
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an organization "is a collection of choices looking for problems, issues and feelings looking for decision situations in which they might be aired, solutions looking for issues to which they might be the answer, and decision makers looking for work". Problems, solutions, participants, and choice opportunities flow in and out of a garbage can, and which problems get attached to solutions is largely due to chance.
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Organized anarchies
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characterized by three general properties; problematic preferences, unclear technology, and fluid participation. More specifically, in situations which fail to adhere to the conditions of more classical models of decision making in some or all of three important ways: preferences are problematic, technology is unclear, or participation is fluid.
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Contingency theory (Hansen 1979)
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the relationship of the parts must give order and meaning to the whole system. The system makes adjustments to fit into the environment.
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Boleman and Deal Frames
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A set of ideas or assumptions that people carry in their head to help them understand a particular theory
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What are the four frames in Boleman and Deal?
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1. Rational/Structural
2. Human Resources 3. Political 4. Symbolic |
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Rational/Structural Frame
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systems rely on goals, roles, and relationships derived from an organization’s environment and technology
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Human Resources Frame
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Relies on human fit with organizations
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Political Frame
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Relies on power, conflict, and resource distribution
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Symbolic Frame
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Assumes irrationality of organizations and relies on rituals, ceremonies, stories, heroes, and myths
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Structural Perspective/Frame
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organizational chart, dividing work and coordinating thereafter
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Bureaucratic (structural) Perspective (Boleman and Deal, 2003) Assumption
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1. Organizations exist primarily to accomplish established goals and objectives
2. Organizations increase efficiency and enhance performance through specialization and a clear division of labor 3. Appropriate forms of control and coordination ensure that diverse efforts of units and individuals mesh 4. Organizations work best when rationality prevails over personal preferences and extraneous pressures 5. Structures must be designed to fit an organization's circumstances (including goals, technology , environment) 6. Problems and perforance gaps arise due to structural deficiencies and can be remedied through analysis and restructuring |
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Structural Perspective origin
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1. Taylor and the industrial analysts (time and motion, specialization, span of control, authority, specialization, delegation of responsibility)
2. Weber (fixed division of labor, hierarchy of offices, set of rules to govern performance, seperation of personnel from official property rights, technical qualification for selecting personnel, employment as primary occupation and long term career) |
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Key concepts of Structural Perspective
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1. Differentiation v. Integration
2. Differation is operationalized through job descriptions, procedures, routines, rules. 3. Integration is operationalized through Vertical and Lateral coordination |
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Differentiation
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Managers group units together. Can do this based on skill, time, clients, geography, or process.
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Vertical Coordination
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Authority, rules and policies, planning and control systems
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Lateral Coordination
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meetings, task forces, coordinating roles, matrix structures, networks
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Structural Imperatives
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1. Size and age
2. Core Processes (technology that transforms raw materials into desired ends) 3. Environment 4. Strategy and goals (honorific, taboo, stereotypical, existing) 5. Information Technology 6. Workforce Characteristics |
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Structural Delimmas
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1. Differentiation v integration
2. Gap v overlap 3. Underuse v Overload 4. Lack of clarity v. lack of creativity 5. Excessive autonomy v. excessive interdependence 6. Too loose v. too tight 7. Goal-less v. goal bound 8. Irrisponsible v. unresponsive |
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Structural Configurations
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1. Mintzberg's Fives
2. Mintzberg's Structural configuration 3. Helgesen's web of inclusion |
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Mintzberg's fives
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operating core, middle line, strategic apex, techno structure, support staff
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Mintzberg's structural configuations
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simple structure, machine bureaucracy, professional bureaucracy, divisional form, adhocracy
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Helgesens web of inclusion
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Find info
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Teamwork and interdependence in the Structural model
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Baseball = loosely integrated federation
Football = sequentially linked organization Basketball = highly reciprocal, spontaneous, mutually adjusting but total group effort |
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Determinatnts of successfull teamwork in Structural
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1. Nature and degree of task-related interactions
2. Geographic distribution of unit members 3. where does autonomy reside 4. How is coordinatio achieved 5. What is best description: conglomerate mechanistic, organic 6. What sport expression captures task of managmenet: filling out lineup card, preparing game plan, influencing games' flow |
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Characteristics of high performing teams
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1. Shape purpose in response ot a demand or opportunity
2. Translate prupose into specifc, measurable performance goals 3. Are of manageable size 4. Develop the right mix of expertise 5. Develop common commitment to working relationships 6. Hold themselves collectively accountable |
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Organizations as machines - Morgan
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organizations are designed and operated like machines
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Advantages of Organizations as machines - Morgan
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1. Produce the same product time and time again
2. Precision is at a premium 3. There are straight forward task to perform |
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Disadvantages of Organizations as machines - Morgan
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1. Difficulty adapting to change
2. Mindless unquestioning of bureaucracy 3. Dehumanizing Effects |
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Classical Management Thoery
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focuses on the design of the total organization
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Scientifc Managers focus on...
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the design and managmeent of individual jobs (Frederick Taylor says owrkers aren't supposed to think)
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Symbolic Perspective (Boleman and Deal, 2003) - Assumption
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1. What is most important is not what happens but what it means
2. Activity and meaning are loosely coupled: events have multiple meanings because people interpret experience differently 3. In the face of widespread uncertainty and ambiguity, people create symbols to resolve confusion, increase predictability, find direction, and anchor hope and faith 4. Many events and processes are more important for what is expressed than what is produced. They form a cultural tapestry of secular myths, heroes and heroins, rituals, ceremonies and stories that help people find meaning, purpose and passion. 5. Culture is the glue that holds an organization together and unites people around shared values and beliefs. |
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Symbolic Constructs (Boleman and Deal, 2003)
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1. Myths, visions, values
2. Heroes Heroines 3. Stories and Fairy Tales 4. Rituals 5. Ceremonies 6. Metaphor, Humor and Play |
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Organizational Process as Theater (Boleman and Deal, 2003)
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1. Meetings are often garbage cans that attract people, problems and solutions and outcomes depend on what people problems and solutions are the meeting (Cohen and March garbage can model)
2. Planning is a ceremony any reputable organization must conduct periodically to maintain legitimacy 3. Evaluation gives the impression of rationality, efficiency and accountability 4. Collective bargaining is a carefully crafted ritual that delivers the performance that the audience (labor and management) demands 5. Power: you are powerful if others think you are |
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Leading Principles for Symbolic Frame (Boleman and Deal, 2003)
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1. How someone becomes a group member is important
2. Diversity provides a team's competitive edge 3. Example, not command, holds a team together 4. A specialized language fosters cohesion and commitment 5. Stories carry history and values and reinforce group identity 6. Humor and play reduce tension and encourage creativity 7. Ritual and ceremony lift spirits and reinforce values 8. Informal cultural players make contributions disproportionate to their formal roles 9. Soul is the secret of success |
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Human Resources Perpsective (Boleman and Deal, 2003) - Assumptions
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1. Organizations exist to serve human needs rather than the reverse
2. People and organizations need each other: organizations need ideas, energy, and talent; people need careers, salaries, and opportunities 3. When the fit between an individual anda system is poort, one or both suffer. Individuals are expoited or exploit the organization, or both become victims. 4. A good fit benefits both. Individuals find meaningful and satisfying work and organizations get the talent and energy they need to succeed. |
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Theories Associated with the Human Resource Frame (Boleman and Deal, 2003)
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1. Maslow (Physiological, safety, belongingness, esteem, self-actualization)
2. Theory X: people are lazy and prefer to be led (a. hard version: rely on coercion, threats b. Soft version: try to avoid conflict and satisfy peoples' needs 3. Theory Y: essential role of management is to arrange organizations so that people can achieve their own goals best by directing their efforts towards organizational rewards |
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Practices/Examples Associated with the Human Resources Fram (Boleman and Deal, 2003)
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1. TQM
2. NUMMI 3. OD |
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Skills of the Manager in the Human Resources Frame
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1. Hire the right people: know what you need and be selective
2. Keep employees 3. Invest in employees 4. Empower Employees 5. Promote Diversity |
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Political Frame Assumptions (Boleman and Deal, 2003)
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1. Organizations are coalitions comprised of diverse individuals and interest groups.
2. There are enduring differences among coalition members in values, beliefs, information, interests, and perceptions of reality. 3. Monst important decisions involve the allocation of scares resources - who gets what. 4. Scarce resources and enduring differences make convlict central to organizational dynamics and underline power as the most important asset. 5. Goals and decisions emerge from bargaining, negotiation, and jockeying for position among competing stakeholders |
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Significant forms of Power in the Political Frame (Boleman and Deal, 2003)
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1. Two political roles cental to organizational politics: (a. Authorities: agents of social control b. Partisans: recipients of social control)
2. Sources of Power |
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Sources of power in Political Frame (Boleman and Deal, 2003)
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1. Position power - authority
2. Information or expertise - power of information and knowledge 3. Control of rewards - hiring, firing, raises, etc. 4. Courcive - strikes, sitins, etc. 5. Alliances and network 6. Access and control of agendas 7. Framing - control of meaning and symbols 8. Personal - charisma, verbal skills, visionaries, etc |
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Key words in the Political Frame (Boleman and Deal, 2003)
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1. Zones of indifference - those areas/issues that few people care about
2. Overbound - power highly concentrated, everything tightly regulated 3. Underbound - power is diffuse, systems loosely controlled |
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Skills of the Manager as Politician (Boleman and Deal, 2003)
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1. Agenda Setting
2. Mapping the political terrain 3. Networking and building coalitions 4. Bargaining and negotiation |
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Roles of the Organization in the Poligical Frame (Boleman and Deal, 2003)
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1. Organizations as arenas: they house diverse interests and agendas
2. Organizations as political agents: operate in larger arenas or ecosystems |
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Forms of Political Rule in Organizations as Systems of Government (Morgan, 2006)
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1. Autocracy
2. Bureucracy 3. Technocracy 4. Codetermination 5. Representative democracy 6. Direct democracy |
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Interests involve 3 Domains in Organizations as Systems of Government (Morgan, 2006)
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1. Task interests: connected with work one has to perform
2. Career interests: Aspirations and visions of the future 3. Extramural interests: Personalities, attitudes, preferences |
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Sources of Power in Organizations as Systems of Government (Morgan, 2006)
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1. Formal Authority
2. Control of scarce resources 3. Use of org structure, rules regulations 4. Control of decision processes 5. Control of knowledge and information (how, when, where information flows) 6. Control of boundaries (interface between different units of an org) 7. Ability to cope with uncertainty (environmental & operational uncertainties) 8. Control of technology 9 Interpersonal alliances, networks, and control of informal organization 10. Control of counter organizations (unions, government controlled monopolies) 11. Symbolism & the management of meaning 12. Gender 13. Structured factors that define the stage of action 14. Power one already has |
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Unitary, pluralistic & radical frames help us understand organizations in Organizations as Systems of Government (Morgan, 2006)
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1. Unitary organizations have cohesive culture that respects management rights to manage
2. Radical organization have strong divisions of labor 3. Pluralistic organizations often employ lots of professionals with higher degrees of autonomy |
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Scientific Theories employed in the Biological/Institutional perspective (Morgan, 2006)
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1. Evolutions (Morgan)
2. Biology (Morgan) 3. Contingency Theory (Morgan) 4. Population Ecology Theory (Morgan) 5. Darwinism/Natural Selection (Smith) 6. Punctuated Equilibrium (Smith) 7. Isomorphism (Gates) |
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Open Systems in the Biological/Institutional perspective (Morgan, 2006)
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Organizations must achieve appropriate relationship with environment to survive
1. Emphasis on enviornment in which organization exist 2. Defines organization in terms of interrelated subystems 3. Attempt to establish congruences between different systems and identify potential dysfunction |
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Open system
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must attend to the enviornment in which org operates - mutual dependence
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Homeostasis
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self regulation and ability to maintain a steady state
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Entropy/negative entropy
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closed systems wither (entropy)
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Structure function differentiation and integration
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also concepts in biological frame
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Requisite variety
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internal regulators must be as diverse as the environment in which they operate
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equifinality
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different ways to get to a given end state
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system evolution
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depends on ability to move to more complex forms of differentiation and integration - cycle of variation, selection, retention of selected characteristics
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Contingency Theory in Biological Frame (Morgan, 2006)
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Adapting organizations to environments
1. Organizations are open systems that must deal with internal and external environments 2. No one best way to organize - depends on task or environment 3. Management's top concern is to align - to create good fits 4. different approaches to management needed to perform different tasks in organizations 5. Different types/species of organizations needed in different types of environments |
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Natural selection in Biological Frame (Morgan, 2006)
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The population ecology view of organization
1. Natural selection argues that contingency focuses too much on the org and not enough on the environment 2. Natural selection argues that environments select organizations and this can best be done by analysis at the level of populations of organizations and their wider ecology 3. Population ecology - organizations rely on getting sufficient resources from teh enviornment so they compete with other organizations - survival fo the fittest...Survival of the fittest based on cyclical model of variation selection, retention and modification 4. So organizational analysis shifrts form explaining how individual organizations adapt to environments to understand how different species rise and decline and importance 5. This has led to studies on population ecology: populations of organizations and thier birth rates, death rates, and factors that influence org life cycles, growth and decline 6. Critics of population ecology say it i too deterministic, assumes resource scarcity when some resources are renewal - This led to more optimistic view - organizational ecology |
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Organizational Ecology in Biological Frame (Morgan, 2006)
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The creation of shared futures
1. Population ecology and contingency both view organizations in tension with their environment, but organizations live in ecosystem 2. Ecosystems evolve so some argue evolution is pattern of relations embracing organizations and their environments 3. organizations and environments engage in patter of co-creation - each produces the other 4. So collaboration occurs not just competition 5. Collaboration can make turbulence more manageable |
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Two criticisms for Organizations as Brains
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1. Decision making views have a left-brain bias
2. Limited intelligence of humans in this frame does not take into account new systems of information management |
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Three types of learning in organizations as brains
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1. Single Loop
2. Double Loop 3. Holographic brains |
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Single Loop Learning 4 key concepts
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1. System must have capacity to sense, monitor, scan significant aspects of the environment
2. Must be able to relate this information to operating norms that guide system behavior 3. Must be able to detect significant deviations from these norms 4. Must be able to initiate corrective action when discrepancies are detected |
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Double Loop Learning 4 capacities
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1. Scanning and anticipating environmental change - environmental change is a norm that must be addressed in an active manner, looking for future trends
2. Challenging operating norms and assumptions - must understand norms and mindset of organization in order to be able to question them (TQM promotes this) but organization must support risk taking and change) 3. Encouraging “emergent” organization contradicts traditional notion of control - rather intelligence, evolves, so management must create reference points, not controls, and reference points must include ability to question the reference points - it is a balance of having noble intentions moderated by understanding limits 4. Designs that facilitate learning management must adopt philosophy that parrots double loop learning |
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Organizations as Holographic Brains 5 Principles
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1. Build the whole into all the parts
2. The importance of redundancy 3. Requisite Variety 4. Minimum Specs 5. Learning to Learn |
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Concepts and Constructs in the Bureaucratic Perspective
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Roles
Goals Levels Technology Differentiation/Integration Efficiency Hierarchy |
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Concepts and Constructs in the organizations as organisms Perspective
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External environment
Internal environment Ecology Adaptation Contingency Theory Organizational Fit Survival of the fittest Species |
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Concepts and Constructs in the Brains Metaphor
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Scanning
Information processing Information loops Corrective action Monitoring systems Networked intelligence |
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Concepts and Constructs in the Cultures Metaphor
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Metaphors
Symbols Stories Rituals Ceremonies Humor |
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Concepts and Constructs in the Politics Metaphor
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Power
Coalitions Scarce Resources Negotiation Bargaining Allocation Conflict Interests |
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Concepts and Constructs in the Human Resources Frame
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Human needs
Organizational needs Good fit Bad fit Individual benefits Organization benefits Individual suffers Organization suffers Subsystems |
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Concepts and Constructs in the Psychic Prison Frame
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Vision leads to blindspots
Quest for immortality Archetypes Patriarchy Leader dependency Messiah expectations Fight/Flight Transitional objects |
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Concepts in the Flux and Transformations Frame
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Self-referent
Systems of interaction Order out of chaos Loops Dialectics Opposites define each other |
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Concepts and Constructs in the Domination Frame
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Interests of the elite
Charismatic domination Domination through rules/traditions Class and control Work hazards Occupational disease Workaholism |