Introduction to managing & organising
Table of contents
H1. Managing people in organisations..................................................................................................................................4
Opening, thinking, contextualizing: part 1............................................................................................................................4
Making sense of managing................................................................................................................................................4
Managerial Rationality......................................................................................................................................................6
Conclusion.........................................................................................................................................................................6
Opening, thinking, contextualizing: part 2............................................................................................................................7
Changing Paradigms..........................................................................................................................................................7
Changing organization cultures & social relations at work...............................................................................................8
Global shifts......................................................................................................................................................................9
Conclusion....................................................................................................................................................................... 10
H5. Managing cultures........................................................................................................................................................10
Culture, norms and artefacts..........................................................................................................................................10
Organizational culture.....................................................................................................................................................11
Designing culture........................................................................................................................................................13
Other perspectives on culture.....................................................................................................................................13
Do they HAVE a culture or ARE they cultures?............................................................................................................14
Texts of culture...........................................................................................................................................................14
Equity, diversity and inclusion.....................................................................................................................................14
Professional cultures in organization culture..................................................................................................................15
National cultures.............................................................................................................................................................15
H6. Organizational culture & Leadership: managing conflict..............................................................................................17
Conflict in organizations..................................................................................................................................................17
3 Levels of conflicts.....................................................................................................................................................17
Types of conflict..........................................................................................................................................................17
5 styles of conflict management.................................................................................................................................18
Conflicts in context.....................................................................................................................................................18
Shifting views of conflict.............................................................................................................................................18
H10. Organizational culture & Leadership: managing innovation and change...................................................................19
Introduction.................................................................................................................................................................... 19
Innovation as a process...................................................................................................................................................19
Innovation as an open process........................................................................................................................................20
Networks and platform innovation.................................................................................................................................20
Innovation: technique, processes, narratives.................................................................................................................20
the innovator’s dilemma- Christensen, 1997..............................................................................................................20
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, Social innovation.........................................................................................................................................................21
Managing change and innovation...................................................................................................................................21
Types of change..........................................................................................................................................................21
Unfreezing, moving and refreezing.............................................................................................................................21
Planned change...........................................................................................................................................................21
Badham’s (2013) 5M framework of change....................................................................................................................22
Innovation and change at the edge of chaos..................................................................................................................22
Organizing for innovation...............................................................................................................................................22
How to kill creativity...................................................................................................................................................22
H7. Managing power, Politics and Decision-making...........................................................................................................23
Underlying aspects of organizational politics..................................................................................................................23
Organizational power and politics...............................................................................................................................23
Legitimacy & Resistance..............................................................................................................................................23
Why do organizations have politics?...........................................................................................................................24
Constituting organizational politics.............................................................................................................................24
Power and resistance..................................................................................................................................................25
Empowerment, experiments, emancipation, ethics.......................................................................................................26
Reflect upon the role of empowerment, teamwork and ethics..................................................................................26
Ethics and Power.........................................................................................................................................................27
Lesson 6. Political Skills.......................................................................................................................................................28
Political skill – comprehend concept of political skills.....................................................................................................29
Recognize political skills influence organizations and individuals...............................................................................30
Introduction.................................................................................................................................................................... 32
Early modern approaches of management.....................................................................................................................32
Fordism and production line.......................................................................................................................................33
Henri Fayol’s management principles.........................................................................................................................34
Max Weber & Bureaucracy.........................................................................................................................................34
Contemporary approaches.............................................................................................................................................35
Institutional theory.....................................................................................................................................................37
Modern Designs..............................................................................................................................................................38
M-form Organization..................................................................................................................................................38
Matrix organization.....................................................................................................................................................38
Review H12. Managing Organizational Design............................................................................................................39
H13. Managing globalization...........................................................................................................................................40
Globalization...............................................................................................................................................................40
Characteristics.............................................................................................................................................................40
Key strategic issues.....................................................................................................................................................41
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,Local clusters in global world......................................................................................................................................42
Globalizers.................................................................................................................................................................. 42
Global rights................................................................................................................................................................42
Global sustainability....................................................................................................................................................42
Global winners and losers...........................................................................................................................................42
Resisting globalization.................................................................................................................................................43
Dark side of globalization............................................................................................................................................43
Deglobalization...........................................................................................................................................................43
Organization and inequality in 21st century.................................................................................................................43
Overcoming inequality................................................................................................................................................43
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,H1. Managing people in organisations
Opening, thinking, contextualizing: part 1
Making sense of managing (p6)
Managerial rationality (p11)
Digital organization (p15)
Global shifts (p26)
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 & framing
Managerialism: claim to special expertise premised on managerial rationality characterizing organizations
Making sense of managing
Differentiate managing as a practice, sth that we do from organizations as goal-oriented collectives, entities in which we
are organized. Management is the process of communicating, coordinating + accomplishing action in the pursuit of
organizational objectives.
Collaborative relationships with stakeholders, technologies + other artefacts within + between organizations and
managing more or less considerate relationships with those employed + those encountered as suppliers, customers,
communities and so on.
Management is not a neutral activity
Cannot simply be considered in terms of its capacity to deliver objective gains in productivity/efficiency
Socio-political activity, implies need to adhere societal, political and ethical responsibilities
Sensemaking = process through which individuals + groups give meaning to sth, to explain novel, unexpected of
confusing events (common sense: members, suppliers … efficient, profit oriented)
make sense of our surroundings, trying to understand & explain what is happening around us
o Important!
Ongoing – always making sense, we never stop doing so
Retrospective – make sense of sth as it’s elapsing (verloopt), revieuwing the sense
Plausible – never make perfect but rather provisional sense
Images – often work with representations of things, models: carry around knowledge
Rationalize – meaning of things that are confusing to make clear
People – they do sensemaking
Doing – enactment is key (inwerkingtreding)
In a capitalist system
- Making sense of profit orientation?
- Does it make sense to you?
- Art of making sense of your work (proud to working for Apple, Google or another ‘hip’ company
- Dare to challenge narrative of selling company (projection of an image that may not be reality)
- Dare to challenge narrative of your manager!!!
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, Sense-making
Constantly making sense, revising part rationalizations in light of new information, knowledge + events not previously
available
Meaning constructed in ongoing process in which past experience informs present (Maitlis&Christianson 2014)
makes management not a mutual activity
Managing in a complex world
- “one size fits all” approach will not work. Contemporary managers can no longer rely on hierarchy and nominal
roles to manage people become increasingly difficult, political + challenging endeavour
- People work complex organizations = embedded in contexts inscribed by complex networks
- Managers should have understanding of (human) complexity
Managers through processes:
1. Sense making = formulation of accounts of what’s going on
2. Sense giving = strategic attempt to frame others’ perceptions to accord with sense you’re making (influence
sensemaking of others come to accept a preferred meaning)
3. Sense breaking = attempt to disrupt existing flows of sensemaking & sensegiving (occurs organizational
members disrupt an existing sense to make alternative sense)
Key part of managers’ role = frame the sense that others have of roles that they play in the organization
As social realities of business, organizations change, different sense and framing is required.
Much of managing is discursive = issuing orders, making suggestions, framing actions -> accomplish objectives
Managing & framing
- Sense you make is never in isolation. Made through the language and concepts you use: many cues that prompt
you to make sense: experience, what others say they think is happening, likely stories familiar with & seem to fit
pattern that appears to be forming
- People will not use these cues in uniform way -> individuals + result: widly different sense of same set of cues
Framing defines what is relevant: all managing involves framing: separating which deserves focus that which
does not. Do all the time -> differentiate between relevant + irrelevant
o Term from film making - director frames shot including detail + omitting other elements
o Involves creation of devices assign meaning to organizational situations (Fairhurst, 1993)
o Entails ideational use of metaphors, repetition of stories, citing of traditions, articulation of slogans and
material creation of artefacts to highlight/contrast a particular organizational issue (Deetz et al, 2000)
Framing - with sense-breaking and sense-giving
what leaders do, especially when are seeking to reframe in case of organizational
o often employ sense giving during strategic change
o emergency situations: leader’s role: make, break and give sense to events
mobilizes followers through judicious use of images, symbols, language
occurs not only through sensemaking: also sense-breaking + sense-giving
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