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  3. Universiteit Antwerpen (UA)
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  7. Introduction to managing and organising (1212TEWBDK)

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Summary introduction to managing and organising

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  • Vak
  • Introduction to managing and organising (1212TEWBDK)
  • Instelling
  • Universiteit Antwerpen (UA)
  • Boek
  • 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 ...

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Document informatie

  • Nee
  • Chapter 1, 5-7, 10, 12, 13
  • 18 december 2023
  • 58
  • 2023/2024
  • Samenvatting

Onderwerpen

  • introduction
  • managing
  • and
  • organising
  • organizing
  • steffi
  • weil
  • fabian
  • hanle
  • universiteit
  • antwerpen
  • organization
  • organizational
  • cultures
  • leadership
  • culture
  • decision making
  • globaliza
  • globa
  • globaliz
  • to
  • ua
  • p

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  • Handelsingenieur
  • 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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