Introduction managing and organising
1
,Inhoudsopgave
1. Managing and organising: opening, thinking, contextualising (part 1) ..................................6
1.1. Managing & Managerialism .......................................................................................6
1.2. Sensemaking ...........................................................................................................7
1.2.1. Sensemaking ...................................................................................................7
1.2.2. Sensemaking in a capitalist system ..................................................................7
1.3. Framing ...................................................................................................................8
1.4. Managerialism .........................................................................................................9
1.5. Managerial rationality ...............................................................................................9
1.6. Managerial Rationality versus Managerialism .......................................................... 10
1.7. Managing in a complex world .................................................................................. 10
1.8. Changing paradigms - the digital age → digital organization .................................... 10
1.8.1. The digital age: ............................................................................................... 10
1.8.2. Digital organization......................................................................................... 10
1.9. Conclusion ............................................................................................................ 11
2. Managing and organising: opening, thinking, contextualising (part 2) ................................ 11
2.1. Digital Organizations .............................................................................................. 12
2.1.1. Changing paradigms....................................................................................... 12
2.1.2. Digital organizations ....................................................................................... 13
2.1.3. Digital bubbles (networks) .............................................................................. 13
2.1.4. Digital nomads ............................................................................................... 14
2.2. Organizational culture and social relations at work ................................................. 14
2.2.1. Diversity......................................................................................................... 14
2.2.2. Challenges ..................................................................................................... 14
2.2.3. Cultural sensitivity & doing by learning ............................................................ 15
2.3. Global shifts .......................................................................................................... 15
2.3.1. Economic contexts of contemporary management .......................................... 15
2.3.2. Global shifts................................................................................................... 15
2.3.3. Effects of global shifts .................................................................................... 16
2.3.4. International organizations ............................................................................. 16
2.4. Conclusion ............................................................................................................ 18
3. The underlying aspects of organizational politics ............................................................. 18
3.1. The underlying aspects of organizational politics..................................................... 18
3.2. Workplace is a workplace (Max Weber) ................................................................... 19
3.3. Why do organisations have politics? ....................................................................... 20
3.4. The reasons of organizational politics ..................................................................... 20
2
,4. Empowerment, experiments, emancipation, ethics ......................................................... 24
5. Power politics and NATO ................................................................................................ 26
5.1. Introduction ........................................................................................................... 26
5.2. Part I: Levels of conflict .......................................................................................... 26
5.2.1. Intrapersonal conflict ..................................................................................... 26
5.2.2. Interpersonal conflict ..................................................................................... 26
5.2.3. Intragroup conflict .......................................................................................... 26
5.2.4. Intergroup conflict .......................................................................................... 27
5.2.5. Intra-organizational conflict ............................................................................ 27
5.2.6. The interconnection of Levels ......................................................................... 27
5.2.7. The conflict ecology ....................................................................................... 27
5.3. Part II: The NATO case study ................................................................................... 28
5.3.1. NATO’s organizational structure ..................................................................... 28
5.3.2. Burden sharing conflicts ................................................................................. 28
5.3.3. Strategic disagreements ................................................................................. 29
5.3.4. Operational coordination conflicts.................................................................. 29
5.3.5. Identity and values conflicts ........................................................................... 30
5.4. Part III: shifting views and theories of conflict .......................................................... 31
5.4.1. Classical view of conflict ................................................................................ 31
5.4.2. Human relations view ..................................................................................... 31
5.4.3. Interactionist view .......................................................................................... 32
5.4.4. Contemporary view ........................................................................................ 32
5.5. Part 4: Practical lessons ......................................................................................... 32
5.5.1. Structure and process .................................................................................... 32
5.5.2. Ambiguity, relationships, transparency ........................................................... 33
5.5.3. Leadership and systems ................................................................................. 33
5.5.4. Cultivate right conflicts .................................................................................. 34
6. Early modern approaches of management ...................................................................... 34
6.1. Organizational design............................................................................................. 34
6.2. Early modern approaches ...................................................................................... 34
6.2.1. Engeneering: Taylor ........................................................................................ 34
6.2.2. Fordisme and the production line ................................................................... 36
6.2.3. Henry Fayol’s management principles ............................................................ 37
6.2.4. Max Weber & Bureacracy ................................................................................ 38
6.3. Contemporary approaches .................................................................................... 39
6.3.1. Contingency Theory – something that can happen ........................................... 39
3
, 6.3.2. Mechanistic organization & organic organization ............................................. 40
6.3.3. Institutional theory ......................................................................................... 41
6.4. Modern designs ..................................................................................................... 43
6.4.1. M-form organization ....................................................................................... 43
6.4.2. Matrix organization ......................................................................................... 44
7. Management in a globalized world .................................................................................. 45
7.1. Defining globalization ............................................................................................. 45
7.2. Historical waves .................................................................................................... 46
7.3. Current inflection point .......................................................................................... 46
7.4. Strategic issue: Standardization vs Localization ...................................................... 47
7.5. Strategic issue: integration vs responsiveness ........................................................ 47
7.6. Strategic issue: location decisions ......................................................................... 47
7.7. Strategic issue: supply chain management ............................................................. 47
7.8. Strategic issue: political and regulatory complexity ................................................. 48
7.9. The paradox: local clusters in global world .............................................................. 48
7.10. Who drives globalization? ....................................................................................... 48
7.11. Beneficiaries of globalization .................................................................................. 48
7.12. Non-beneficiaries of globalization .......................................................................... 49
7.13. Global rights and social responsibility..................................................................... 49
7.14. Global sustainability imperatives ............................................................................ 50
7.15. Competencies for global managers ........................................................................ 50
7.16. Global operations’ organizational structures........................................................... 50
8. Political skills ................................................................................................................. 50
8.1. Political Skill Definition – What it is and what it is not ............................................... 51
8.2. Examples of Political Skill ....................................................................................... 52
8.3. Ways to improve your Political Skill ......................................................................... 53
8.4. Measuring Political Skills ........................................................................................ 55
8.5. Link to underlying Power in Organizations (Lesson 3) ............................................... 56
8.6. Conclusion ............................................................................................................ 57
9. Managing individuals ...................................................................................................... 57
9.1. Personality and abilities ......................................................................................... 57
9.2. Motivation and job performance ............................................................................. 62
10. Managing teams and groups ....................................................................................... 63
10.1. Group dynamics and decision making .................................................................... 63
10.2. Team conflict and negotiation ................................................................................ 65
11. Managing diversity ..................................................................................................... 67
4
1
,Inhoudsopgave
1. Managing and organising: opening, thinking, contextualising (part 1) ..................................6
1.1. Managing & Managerialism .......................................................................................6
1.2. Sensemaking ...........................................................................................................7
1.2.1. Sensemaking ...................................................................................................7
1.2.2. Sensemaking in a capitalist system ..................................................................7
1.3. Framing ...................................................................................................................8
1.4. Managerialism .........................................................................................................9
1.5. Managerial rationality ...............................................................................................9
1.6. Managerial Rationality versus Managerialism .......................................................... 10
1.7. Managing in a complex world .................................................................................. 10
1.8. Changing paradigms - the digital age → digital organization .................................... 10
1.8.1. The digital age: ............................................................................................... 10
1.8.2. Digital organization......................................................................................... 10
1.9. Conclusion ............................................................................................................ 11
2. Managing and organising: opening, thinking, contextualising (part 2) ................................ 11
2.1. Digital Organizations .............................................................................................. 12
2.1.1. Changing paradigms....................................................................................... 12
2.1.2. Digital organizations ....................................................................................... 13
2.1.3. Digital bubbles (networks) .............................................................................. 13
2.1.4. Digital nomads ............................................................................................... 14
2.2. Organizational culture and social relations at work ................................................. 14
2.2.1. Diversity......................................................................................................... 14
2.2.2. Challenges ..................................................................................................... 14
2.2.3. Cultural sensitivity & doing by learning ............................................................ 15
2.3. Global shifts .......................................................................................................... 15
2.3.1. Economic contexts of contemporary management .......................................... 15
2.3.2. Global shifts................................................................................................... 15
2.3.3. Effects of global shifts .................................................................................... 16
2.3.4. International organizations ............................................................................. 16
2.4. Conclusion ............................................................................................................ 18
3. The underlying aspects of organizational politics ............................................................. 18
3.1. The underlying aspects of organizational politics..................................................... 18
3.2. Workplace is a workplace (Max Weber) ................................................................... 19
3.3. Why do organisations have politics? ....................................................................... 20
3.4. The reasons of organizational politics ..................................................................... 20
2
,4. Empowerment, experiments, emancipation, ethics ......................................................... 24
5. Power politics and NATO ................................................................................................ 26
5.1. Introduction ........................................................................................................... 26
5.2. Part I: Levels of conflict .......................................................................................... 26
5.2.1. Intrapersonal conflict ..................................................................................... 26
5.2.2. Interpersonal conflict ..................................................................................... 26
5.2.3. Intragroup conflict .......................................................................................... 26
5.2.4. Intergroup conflict .......................................................................................... 27
5.2.5. Intra-organizational conflict ............................................................................ 27
5.2.6. The interconnection of Levels ......................................................................... 27
5.2.7. The conflict ecology ....................................................................................... 27
5.3. Part II: The NATO case study ................................................................................... 28
5.3.1. NATO’s organizational structure ..................................................................... 28
5.3.2. Burden sharing conflicts ................................................................................. 28
5.3.3. Strategic disagreements ................................................................................. 29
5.3.4. Operational coordination conflicts.................................................................. 29
5.3.5. Identity and values conflicts ........................................................................... 30
5.4. Part III: shifting views and theories of conflict .......................................................... 31
5.4.1. Classical view of conflict ................................................................................ 31
5.4.2. Human relations view ..................................................................................... 31
5.4.3. Interactionist view .......................................................................................... 32
5.4.4. Contemporary view ........................................................................................ 32
5.5. Part 4: Practical lessons ......................................................................................... 32
5.5.1. Structure and process .................................................................................... 32
5.5.2. Ambiguity, relationships, transparency ........................................................... 33
5.5.3. Leadership and systems ................................................................................. 33
5.5.4. Cultivate right conflicts .................................................................................. 34
6. Early modern approaches of management ...................................................................... 34
6.1. Organizational design............................................................................................. 34
6.2. Early modern approaches ...................................................................................... 34
6.2.1. Engeneering: Taylor ........................................................................................ 34
6.2.2. Fordisme and the production line ................................................................... 36
6.2.3. Henry Fayol’s management principles ............................................................ 37
6.2.4. Max Weber & Bureacracy ................................................................................ 38
6.3. Contemporary approaches .................................................................................... 39
6.3.1. Contingency Theory – something that can happen ........................................... 39
3
, 6.3.2. Mechanistic organization & organic organization ............................................. 40
6.3.3. Institutional theory ......................................................................................... 41
6.4. Modern designs ..................................................................................................... 43
6.4.1. M-form organization ....................................................................................... 43
6.4.2. Matrix organization ......................................................................................... 44
7. Management in a globalized world .................................................................................. 45
7.1. Defining globalization ............................................................................................. 45
7.2. Historical waves .................................................................................................... 46
7.3. Current inflection point .......................................................................................... 46
7.4. Strategic issue: Standardization vs Localization ...................................................... 47
7.5. Strategic issue: integration vs responsiveness ........................................................ 47
7.6. Strategic issue: location decisions ......................................................................... 47
7.7. Strategic issue: supply chain management ............................................................. 47
7.8. Strategic issue: political and regulatory complexity ................................................. 48
7.9. The paradox: local clusters in global world .............................................................. 48
7.10. Who drives globalization? ....................................................................................... 48
7.11. Beneficiaries of globalization .................................................................................. 48
7.12. Non-beneficiaries of globalization .......................................................................... 49
7.13. Global rights and social responsibility..................................................................... 49
7.14. Global sustainability imperatives ............................................................................ 50
7.15. Competencies for global managers ........................................................................ 50
7.16. Global operations’ organizational structures........................................................... 50
8. Political skills ................................................................................................................. 50
8.1. Political Skill Definition – What it is and what it is not ............................................... 51
8.2. Examples of Political Skill ....................................................................................... 52
8.3. Ways to improve your Political Skill ......................................................................... 53
8.4. Measuring Political Skills ........................................................................................ 55
8.5. Link to underlying Power in Organizations (Lesson 3) ............................................... 56
8.6. Conclusion ............................................................................................................ 57
9. Managing individuals ...................................................................................................... 57
9.1. Personality and abilities ......................................................................................... 57
9.2. Motivation and job performance ............................................................................. 62
10. Managing teams and groups ....................................................................................... 63
10.1. Group dynamics and decision making .................................................................... 63
10.2. Team conflict and negotiation ................................................................................ 65
11. Managing diversity ..................................................................................................... 67
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