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MANAGEMENT & CONTROL, To be holograpic, Enhance double loop,…

- - - - firms designed like machines
        
        efficient
        
        reliable
        
        routinized
        
        predictable
        
        detailed rules
        
        hierarchical supervision
  - - - Select the best person to perform a job
      - Train the worker to do the job efficiently
      - Use scientific methods to determine the most efficient way of woking
      - Monitor worker's performance to ensure that appropriate work procedures are followed and the appropriate results achieved
      - Shift all responsibility from workers to the managers
    - - increasing productivity
      - replacing unskilled workers with skilled
      - SImplified jobs
        
        Workers easy and cheap to
        
        Train
        
        Supervise
        
        Replace
  - - - Management is a process of ( the responsibility of managers)
        
        Command
        
        Coordination
        
        Organizing
        
        Control
        
        Planning
      - Precisely defined jobs in hierarchical manner, precisely defined lines of communication
      - Universial principles for the administration of org. activities
        
        Span-of-control
        
        Exception to routine
        
        Departmentalization
        
        Esprit de corps
        
        Hierarchy
        
        Unity of command
      - How you structure the org
  - - - Very efficient
      - Upholds control
      - Works well when
        
        Environment is stable enough to ensure that the products produces will be the appropriate ones
        
        Produce exactly the same product
        
        Straightforward task
        
        Precision is premium
        
        The "human machine" parts are compliant and behave as they have been designed to do
      - Works well for simple tasks
      - Easy to understand
    - - Difficulty in adapting to changing environments
      - -> Mindless, unquestioning bureaucracy
      - Dehumanizing effect on employees
      - Limits the development of human capacities molding to fit the requirements of mechanistic org. rather thanbuilding org around their strength
        
        Org. lose creative and intelligent contributions of employees
        
        Employees lose personal growth
- - - - Employees have social needs
        
        Work most efficient when these needs are satisfied
    - - Hierarchy of needs
        
        Self-actualizing
        
        Ego
        
        Social
        
        Security
        
        Psychologycal
    - - appropriate relation->survive + subsystems - everything dependent on everything else
    - - Employees = valuable source
        
        Theory X
        
        Humans are lazy->must be controlled
        
        Theory Y
        
        Working is as natural as resting->control themselves
  - - - Adapt org to the environment
      - org. = open -> satisfy and balance internal needs and adapt to environmental circumstances
      - There are no best way of organizing
    - - Differentation
        
        Segmentation of the org system into subsystems with particular attributions in relation to the requirements of external environment
        
        uncertain->higher degree of internal differentation
      - Integration
        
        Process of achieving unity of effort among the various subsystems in the accomplishment of organization's ltasks
    - - Organizational structures
      - Size
      - Technology
      - Strategy
      - Environment
        
        Stable/Certain/Simple--> Mechanistic approach
        
        Dynamic/Uncertain/Complex --> Organic approach
      - National culture
  - - - Expansion
      - Leadership
      - Birth
      - Self-renewal
  - - - Org. are open systems and best understood as ongoing processes rather than collection of parts. -constant exchange with the environment
      - The management of org can often be improved through systematic attention to the needs that must be satisfied- survival is the key -> management increased flexibility
      - Identifying different species -> in org- we always have range of options
      - virtue = process of innovation -> priority
    - - You see the org too dependent on it's environment -> They are active agents!
      - Undermines the power of org and their members- Org unlike organism have a choice to compete or collaborate
      - Most org are not unified unlike human body ->different elements of org will have different lives
- - - - Multi-level construct
        
        Organizational
        
        "the way we do things around here"
        
        The cultural web
        
        Stories
        
        Symbols
        
        Power structures
        
        Organisational structures
        
        Control systems
        
        Rituals and routines
        
        Dimensions
        
        Tight vs loose control
        
        Pragmatic vs normative
        
        Open vs closed system
        
        Professional vs parochial
        
        Job vs employee oriented
        
        Process vs result oriented
        
        Group/practice based
        
        Engineers vs marketing
        
        National
        
        Hofstede's 6 dimensions
        
        Indulgence vs Restrained
        
        Orientation
        
        Short-term
        
        Long-term
        
        Feminity vs Masculanity
        
        Individualism vs Collectivism
        
        Uncertainty Avoidance
        
        Weak
        
        Strong
        
        Power distance
        
        Large
        
        Small
      - Multi-layer contruct
        
        Observed artifacts
        
        Deeper level of values
        
        Deepest level of basic assumptions
      - Dynamic or static?
    - - YES <--> It's more complicated than that
      - Managable?
        
        Building block
        
        Symbolic management
        
        Diagnostic instrument
        
        Paradigmatic concept
    - - Strength
        
        Direct attention to the symbolic significance of almost every aspect of or. life
        
        shows that orgs. ultimately rests in shared system of meaning that we together create and recreate
        
        Recognize that the relations between an organization and its environment are socially constructed
        
        Contributes by increasing our understanding of organizational change
      - Limits
        
        Value-engineering
        
        Culture is not something that can be measured on a scale because it is a form of lived experience. Managers can influence that experience by being aware of the symbolic consequences of their actions and by attempting to foster desired values.
- - - - Left brain biased
      - Overemphasis on the limited capabilities of information processing of single individual -as a modell for understanding org. decision-making
    - - Information system
      - Decison making system
        
        Bounded rationality
        
        org. = institutionalized brains
      - Communication system
  - - - To be cybernetics
        
        Detect deviations
        
        Relate this to the operating norms
        
        Sense,monitor, scan environment
        
        Corrective action
      - Single vs double-loop
        
        Single - do thing better
        
        Double - do things differently
        
        Systemic thinking
        
        See connections between issues,data- see the whole rather than parts
        
        Creativity
        
        Personal flexibility
        
        Willingness to take risks
        
        Efficacy
        
        The manager's commitment of learning
        
        Empathy
        
        Managers must be sensitive for human nature
        
        Openness
        
        Managers willing to suspend their need of control
        
        Cultural functional humility( manager's values not better than others)
      - Researchers
        
        Chris Argyris
        
        Donald Schön
        
        Peter Senge
  - - - Corporate dna
    - - room for innovation
    - - Complex env.= complex org
    - - No more than necesarry
  - - - Increased understanding of: knowledge economy, creativity, knowledge worker
      - Guidelines and ideas for how IT can support the envolvement into the learning org.
      - Uncovered requirements and elements of the learning org.
    - - Ambigous
      - Learning is not a panacea
- - - - Codetermination
      - Representative democracy
      - Technocracy
      - Direct democracy
      - Bureaucracy
      - Autocracy
  - - - Plluralist view
      - Radical view
      - Unitary view
    - - Formal authority
        
        Rule of law
        
        Tradition
        
        Charismatic
      - Control of scarce resources (money, materials, technology)
      - Use of organizational structure and rules( rational instruments intended to aid task performance)
      - Control of decision processes(influence the outcomes)
      - Control of knowledge and information
      - Symbolism and the management of meaning
      - Gender and the management of gender relations
      - Control of boudaries
      - Ability to cope with uncertainty
      - Control of technology
      - Control of informal organizations(dvance notice of developments that are relevant to their interest)
      - Control of counter organizations (trade unions)
      - Power can create more power(e.g. achieving success)
      - Ambiguity of power
        
        Becoming dependent
        
        Define reality of others in ways that lead them to perceive relations that one desires
    - - Career
        
        Job and future aspirations of a person
      - Extramural/Personal life
      - Task
        
        Related to work for e.g. product produced on time
  - - - Understand relationship between org and the role of power
      - Help us to explode the myth of org rationality
      - Overcome the idea that orgs are functionally integrated systems
    - - See politics everywhere, look for hidden agendas even where there are none
      - Overstate the power and importance if the individual and underplay the system dynamics that determine what becomes political