Introduction to managing and organising (1212TEWBDK)
Hochschule
Universiteit Antwerpen (UA)
Book
Managing and Organizations
This is a summary of the course "introduction to managing and organizing" taught by Steffi Weil and Fabian Hänle in the first semester of the academic year . The summary contains slides, lecture notes (including some possible exam questions mentioned in the last lecture) and additional notes from ...
Introduction to managing and organising (1212TEWBDK)
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INTRODUCTION TO MANAGING & ORGANIZING
TABLE OF CONTENTS
Part One: Managing people in organizations ..................................................................................................................................2
Chapter 1: Managing and organizations: 5/10/2023 en 12/10/2023 ...........................................................................................2
Part Two: Managing Organizational Practices ...............................................................................................................................13
Chapter 5: Managing Cultures: 19/10/2023 ..............................................................................................................................13
Chapter 6: Organizational culture & Leadership: managing conflict 19/10/2023 ......................................................................18
Chapter 7: Managing Power, Politics and Decision-making 9/11/2023 .....................................................................................19
Part Three: Managing Organizational Processes and Structures ...................................................................................................26
Chapter 10: Managing Innovation and change 19/10/2023 ......................................................................................................26
Chapter 12: Managing Organizational Design 23/11/2023 ........................................................................................................28
Chapter 13: Managing globalization 06/12/2023 & 07/12/2023 ...............................................................................................37
Political Skills: 16/11/2023 (no chapter) .......................................................................................................................................42
Summary lecture (21/12/2023) ....................................................................................................................................................47
the exam ..................................................................................................................................................................................47
Lecture 1 ..................................................................................................................................................................................47
Lecture 2 ..................................................................................................................................................................................49
Lecture 3 & 4 ............................................................................................................................................................................50
Lecture 5 ..................................................................................................................................................................................52
Lecture 6 ..................................................................................................................................................................................54
Lecture 7 ..................................................................................................................................................................................55
Lecture 8 ..................................................................................................................................................................................56
,PART ONE: MANAGING PEOPLE IN ORGANIZATIONS
CHAPTER 1: MANAGING AND ORGANIZATIONS : 5/10/2023 EN 12/10/2023
MANAGING & MANAGERIALISM
• Making sense of managing as a coherent set of assumptions, concepts, values and practices that constitute a way of
viewing reality
• Managing entails sensemaking and framing
o Also: you’re able to make sense of the world, what is going on in the company and to transfer this to your
workers by framing
• Managerialism = a claim to special expertise premised on managerial rationality characterizing organizations
= that you can think that you can manage people based on rationalism → I know how to make money
so I know howe to manage it!=/ all you need!
MAKING SENSE OF MANAG ING (P.6)
• Managing as a practice = something that we do, from organizations as goal-oriented collectives, entities in which we
are organized
• To be organized = being an element in a systematic arrangement of parts
• Management = process of communicating, coordinating and accomplishing action in the pursuit of organizational
objectives
= modern perspective of management
o Need of people and skills & take other things into consideration (STAKEHOLDERS!)
• Managing collaborative relationships with stakeholders, technologies and other artefacts
o both within as well as between organizations
o managing more or less considerate relationships with those employed as well as with those encountered as
suppliers, customers, communities, and so on
• Management is not a neutral activity !
o =/ considered in terms of its capacity to deliver objective gains in efficiency,
o =/ just “the goals” &
o =/ a capacity you can learn
• It is also a socio-political activity
o which implies the need to adhere to societal, political and ethical responsibilities
,SENSEMAKING = the process through which individuals and groups give meaning to something, especially to explain novel,
unexpected or confusing events
• Everyone has different information & experience: people will interpretate in a different way
• We are constantly making sense, revising past rationalizations in the light of new information, knowledge and events
not previously available
• Meaning is constructed in an ongoing process in which past experience informs the present
• For the past 40 years, the predominant sense of what an organization should be has been modelled on lean and
efficient private sector organizations that are profit oriented
• In such organizations, top management teams strive to set a common frame so that organizational members,
customers, supplier, investors, and so on, can make common sense of the organization – what it is and what it does
• It’s going beyond lean and efficient sector & profit
• Everyone makes sense of something, everyone has a meaning (Fe: Someone gives info and another one use it)
• We’re going to offer this: yes it’s going to make profit, but does it makes sense to the customers & does it makes sense
for the management?
• In a capitalist system
o Different to find the balance (fe sustainability) → it’s n art to try to make sense of what’s going in
o Dare to challenge the narrative of selling company!! (projection of an image that may not be reality)
o Dare to challenge the narrative of your manager
• We are constantly making sense, revising past rationalizations in the light of new information, knowledge and events
not previously available
• Meaning is constructed (in your brain with your idea’s (another background (=not a neutral activity))) in an ongoing
process in which past experience informs the present
Be critical in sensemaking!
• Leaders make abuse for their power to convert an incorrect message, but because they are powerful, they get a lot of
people into the story, but when you’re critical it’s just bullshit
o Fe: Steve Jobs: It’s cool to work for companies, but sometimes it’s crucial to look beyond this. Management
isn’t easy and of course Steve Jobs is a good manager, but sometimes you need to look beyond that
Managing in a complex world
• A ‘one size fits all’ management approach will not work. Contemporary managers can no longer rely on hierarchy and
nominal roles to manage people
• Managing has become an increasingly difficult, political and challenging endeavor
o People work in complex organizations that are embedded in contexts inscribed by complex networks
o Managers should have understanding of (human) complexity
▪ Many variables, you cannot just say ‘do it’
• Management is not 1 approach, manager is different skills & different management styles
• Individuals bring their own character to the table
• New trend: self managing teams → less hierarchy
, Sensemaking and framing
• Managers manage through processes of:
o Sense making = what’s going on
o Sense giving = frame others’ perceptions to accord with the sense you are making
o Sense breaking = disrupt existing flows of sensemaking and sensegiving to make alternative sense
• A key part of the managers’ role is
to ‘frame’ the sense that others have of the roles that they play in the organization
o As social realities of business and organizations change, the different sense and framing is required
o Much of managing is discursive: issuing orders, making suggestions, framing actions in order to accomplish
objectives
• Managers who are framing (trying to help) the employer to make sense of something (like decision make it in a softer
or harder way (feel that)
• If the situation in changing, the manager is supposed to fram, to help and to make sense
• This is discursive: reflecting together with them and find conclusion → it’s a lot caring, it’s asking a lot of skills
Managing & framing
The sense you make → never made in isolation
Focus on more things and connect the dots
o Made through language and concepts you use
o Through many cues that prompt you to make sense
▪ Experience, what other say they think is happening, likely stories that you are familiar with that
seem to fit the pattern that appears to be forming
• People will not use these cues in a uniform way, because they are individuals and, as a result, people can make wildly
different sense of the same set of cues
Cue people in similar processes of patterns making to fit clues and cues together and to make common meaning
out of them ➔ frame
• We are in a context, in an action, we try to make sense of what’s going on
• It’s also like a new language, the management language
• Shared experience of ups-and-downs, of positive and negative things → common perception, but how you interpret
that is different because of other backgrounds
Framing
Decide on what is relevant from the infinite number of stimuli, behavioral cues, sense data & information that
surrounds us
• Framing is a term that comes from film making: a director frames a shot by including some detail and omitting other
elements
• A frame defines what is relevant.
All managing involves framing: separating that which deserves focus from that which does not.
One thing that managers do all the time is to differentiate between the relevant and the irrelevant
• Framing involves the creation of devices that assign meaning to organizational situations (Fairhurst, 1993)
• Framing entails the ideational use of metaphors, the repetition of stories, the citing of traditions, the articulation of
slogans and the material creation of artefacts to highlight or contrast a particular organizational issue (Deetz et al., 2000)
o Fe: frame argument and repeat things you say (strategy), framing = powerful game
• Framing is what leaders do, especially when they are seeking to reframe in the case of organizational change (Fairhurst
and Sarr, 1996)
• Framing mobilizes followers through the judicious use of images, symbols, and language.
• Framing occurs not only through sensemaking but also through sense-breaking and sensegiving. (also other way:
braking the sense and give you another sense of it)
• Framing is what people do, framing mobilizes followers
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