Intro to managing and organizing
Stefanie Weil
2024-2025
Inhoud
Les 1: managing people in organizations...............................................................5
Managing & Managerialism.............................................................................. 5
Managing in a complex world...........................................................................6
Framing............................................................................................................ 6
Managerial Rationality...................................................................................... 7
Changing paradigms........................................................................................ 7
Conclusion........................................................................................................... 8
Les 2:...................................................................................................................... 9
Changing paradigms......................................................................................... 11
Digital organization........................................................................................... 11
Digital Organization – Digital Bubbles (networks)..........................................12
Organizational Culture and Social Relations at Work.........................................13
Organizational Culture and Social Relations – challenge (2)...........................13
Global Shifts...................................................................................................... 14
Global Shifts – Which actor is leading the international system?...................14
Effects of global shifts.................................................................................... 14
Global shifts and international organizations.................................................15
Conclusion......................................................................................................... 15
lecture 3: Managing Power, Politics and Decision Making.....................................16
The underlying aspects of organizational politics..............................................16
Organizational politics.................................................................................... 16
authority........................................................................................................ 17
WHY DO ORGANIZATIONS HAVE POLITICS?.......................................................17
The reasons of organizational politics............................................................18
Political games............................................................................................... 18
Soft domination.............................................................................................. 19
Power and Resistance........................................................................................ 19
Types of resistance......................................................................................... 20
#Metoo to China............................................................................................ 21
What are the underlying aspects of organizational power?............................22
1
, empowerment, experiments, emancipation, ethics: Reflect upon the role of
empowerment, teamwork and ethics................................................................22
Concertive control.......................................................................................... 22
Self-managing teams..................................................................................... 23
Ethics & Power............................................................................................... 24
Empowerment................................................................................................ 24
Lesson 4: Nato...................................................................................................... 26
Global Shifts and International Organizations...................................................26
power................................................................................................................ 26
Lukes’ classic view of power..........................................................................26
A political and military Alliance......................................................................27
Collective defence.......................................................................................... 27
Conflict.............................................................................................................. 27
lecture 5: management theories..........................................................................30
Early modern approaches of management........................................................30
gineering: F. W. Taylor..................................................................................... 30
FORDISM AND THE PRODUCTION LINE...........................................................31
Fordism, Taylorism & Specialization...............................................................32
Henri Fayol’s management principles............................................................32
Max Weber & Bureaucracy............................................................................. 33
contemporary approaches................................................................................. 35
McDonaldization............................................................................................. 35
CONTINGENCY THEORY – something that can happen...................................36
Mechanistic organizations & Organic organizations.......................................37
institutional Theory p.395 – examen..............................................................37
Modern designs................................................................................................. 39
M-form............................................................................................................ 39
Matrix organizations....................................................................................... 39
Conclusion / Reflection...................................................................................... 41
lecture 6 : management in a globalized world......................................................42
Guiding question:.............................................................................................. 42
Learning objectives........................................................................................... 42
Globalization as a key phenomenon in contemporary international relations and
business............................................................................................................ 42
1 Globalization (Business terms/liberalizaton)...................................................42
2. Globalization as financialization....................................................................43
3. Globalization as Internationalization.............................................................43
Globalization as Universalization.......................................................................44
2
, Globalization as Westernization.........................................................................44
Global Production and globalization..................................................................44
SSA is no more than a wishful narrative!!!........................................................44
The Silicon Shield Argument (SSA)....................................................................45
Key strategic issues........................................................................................... 45
Local clusters in a global world.........................................................................46
Who and what are the globalizers..................................................................46
Global................................................................................................................ 47
rights.............................................................................................................. 47
sustainability.................................................................................................. 47
Winners and losers......................................................................................... 47
Resisting globalization.................................................................................... 47
The dark side of globalization............................................................................47
deglobalization.................................................................................................. 48
ganization and inequality in the 21st century...................................................48
Overcoming inequality................................................................................... 48
Case study – China & Globalization...................................................................49
Conclusion......................................................................................................... 49
lecture 7: political skills........................................................................................ 50
comprehend the concept of political skills........................................................50
Policial skills................................................................................................... 50
Critically engage in a reflection on political skills and the role of management -
Recognize that political skills influence organizations and individuals..............51
Positive outcomes of political skills................................................................51
Possible negative aspects of political skills....................................................52
Reflect upon the importance of gaining knowledge of political skills (and
understand if it’s possible to gain these skills)..................................................52
Measuring political skill.................................................................................. 52
Political skill inventory.................................................................................... 53
Developing political skills............................................................................... 53
Link it to - The underlying aspects of organizational politics (lesson 3)............55
Guiding questions.............................................................................................. 55
Lecture 8: managing teams and groups...............................................................56
Part I: Group Dynamics and Decision Making....................................................56
Part II: Team Conflict and Negotiation...............................................................58
Lesson 9: organizational culture, leadership and managing diveristy..................60
Part I: Organizational Culture and Leadership...................................................60
Part II: Managing Diversity in the Organization.................................................61
3
,4
,Les 1: managing people in organizations
Lecture 1, Reading (Clegg et al., 2021), Chapter 1
Title of the lecture: Managing and Organizations – Opening, Thinking, Contextualizing, Part 1
Learning objectives:
Making Sense of Managing (p. 6)
Managerial Rationality (p. 11)
Digital Organization (p. 15)
Global Shifts (p. 26)
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
Managerialism – a claim to special expertise premised on managerial
rationality characterizing organizations
Making sense of Managing (p. 6 ff)
We can differentiate managing as a practice, as something that we do,
from organizations as goal-oriented collectives, entities in which we are
organized
Management is the process of communicating, coordinating and
accomplishing action in the pursuit of organizational objectives
Managing collaborative relationships with stakeholders, technologies and
other artefacts, both within as well as between organizations and
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 !
Management cannot simply be considered in terms of its capacity to
deliver objective gains in productivity/efficiency
It is also a socio-political activity, which implies the need to adhere to
societal, political and ethical responsibilities
Sensemaking
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, suppliers, investors,
and so on, can make common sense of the organization – what it is and
what it does
=This is called sensemaking
Sense-making
Sensemaking is the process through which individuals and groups give
meaning to something, especially to explain novel, unexpected or
confusing events
Sense-making in a capitalist system
5
, Making sense of profit orientation?
Does it make sense to you?
The art of making sense of your work (proud to working for Apple, Google
or another ‘hip’ company
Dare to challenge the narrative of selling company! (Projection of an image
that may not be reality)
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 an ongoing process in which past experience
informs the present (Maitlis and Christianson, 2014).
Be critical
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
endeavour
People work in complex organizations that are embedded in contexts
inscribed by complex networks
Managers should have understanding of (human) complexity
Sensemaking and framing
Managers manage through processes of:
Sense making
Sense giving
Sense breaking
A key part of the managers’ role is to ‘frame’ the sense that others have of
the roles that they play in the organization
As social realities of business and organizations change, the different sense
and framing is required
Much of managing is discursive: issuing orders, making suggestions,
framing actions in order to accomplish objectives
Managing & Framing
While the sense you make is always your sense it is never made in
isolation. Not only is sense made through the language and concepts you
use but also through the many cues that prompt you to make sense:
experience, what others 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
Framing
Framing is a term that comes from film making: a director frames a shot by
including some detail and omitting other elements
6
Stefanie Weil
2024-2025
Inhoud
Les 1: managing people in organizations...............................................................5
Managing & Managerialism.............................................................................. 5
Managing in a complex world...........................................................................6
Framing............................................................................................................ 6
Managerial Rationality...................................................................................... 7
Changing paradigms........................................................................................ 7
Conclusion........................................................................................................... 8
Les 2:...................................................................................................................... 9
Changing paradigms......................................................................................... 11
Digital organization........................................................................................... 11
Digital Organization – Digital Bubbles (networks)..........................................12
Organizational Culture and Social Relations at Work.........................................13
Organizational Culture and Social Relations – challenge (2)...........................13
Global Shifts...................................................................................................... 14
Global Shifts – Which actor is leading the international system?...................14
Effects of global shifts.................................................................................... 14
Global shifts and international organizations.................................................15
Conclusion......................................................................................................... 15
lecture 3: Managing Power, Politics and Decision Making.....................................16
The underlying aspects of organizational politics..............................................16
Organizational politics.................................................................................... 16
authority........................................................................................................ 17
WHY DO ORGANIZATIONS HAVE POLITICS?.......................................................17
The reasons of organizational politics............................................................18
Political games............................................................................................... 18
Soft domination.............................................................................................. 19
Power and Resistance........................................................................................ 19
Types of resistance......................................................................................... 20
#Metoo to China............................................................................................ 21
What are the underlying aspects of organizational power?............................22
1
, empowerment, experiments, emancipation, ethics: Reflect upon the role of
empowerment, teamwork and ethics................................................................22
Concertive control.......................................................................................... 22
Self-managing teams..................................................................................... 23
Ethics & Power............................................................................................... 24
Empowerment................................................................................................ 24
Lesson 4: Nato...................................................................................................... 26
Global Shifts and International Organizations...................................................26
power................................................................................................................ 26
Lukes’ classic view of power..........................................................................26
A political and military Alliance......................................................................27
Collective defence.......................................................................................... 27
Conflict.............................................................................................................. 27
lecture 5: management theories..........................................................................30
Early modern approaches of management........................................................30
gineering: F. W. Taylor..................................................................................... 30
FORDISM AND THE PRODUCTION LINE...........................................................31
Fordism, Taylorism & Specialization...............................................................32
Henri Fayol’s management principles............................................................32
Max Weber & Bureaucracy............................................................................. 33
contemporary approaches................................................................................. 35
McDonaldization............................................................................................. 35
CONTINGENCY THEORY – something that can happen...................................36
Mechanistic organizations & Organic organizations.......................................37
institutional Theory p.395 – examen..............................................................37
Modern designs................................................................................................. 39
M-form............................................................................................................ 39
Matrix organizations....................................................................................... 39
Conclusion / Reflection...................................................................................... 41
lecture 6 : management in a globalized world......................................................42
Guiding question:.............................................................................................. 42
Learning objectives........................................................................................... 42
Globalization as a key phenomenon in contemporary international relations and
business............................................................................................................ 42
1 Globalization (Business terms/liberalizaton)...................................................42
2. Globalization as financialization....................................................................43
3. Globalization as Internationalization.............................................................43
Globalization as Universalization.......................................................................44
2
, Globalization as Westernization.........................................................................44
Global Production and globalization..................................................................44
SSA is no more than a wishful narrative!!!........................................................44
The Silicon Shield Argument (SSA)....................................................................45
Key strategic issues........................................................................................... 45
Local clusters in a global world.........................................................................46
Who and what are the globalizers..................................................................46
Global................................................................................................................ 47
rights.............................................................................................................. 47
sustainability.................................................................................................. 47
Winners and losers......................................................................................... 47
Resisting globalization.................................................................................... 47
The dark side of globalization............................................................................47
deglobalization.................................................................................................. 48
ganization and inequality in the 21st century...................................................48
Overcoming inequality................................................................................... 48
Case study – China & Globalization...................................................................49
Conclusion......................................................................................................... 49
lecture 7: political skills........................................................................................ 50
comprehend the concept of political skills........................................................50
Policial skills................................................................................................... 50
Critically engage in a reflection on political skills and the role of management -
Recognize that political skills influence organizations and individuals..............51
Positive outcomes of political skills................................................................51
Possible negative aspects of political skills....................................................52
Reflect upon the importance of gaining knowledge of political skills (and
understand if it’s possible to gain these skills)..................................................52
Measuring political skill.................................................................................. 52
Political skill inventory.................................................................................... 53
Developing political skills............................................................................... 53
Link it to - The underlying aspects of organizational politics (lesson 3)............55
Guiding questions.............................................................................................. 55
Lecture 8: managing teams and groups...............................................................56
Part I: Group Dynamics and Decision Making....................................................56
Part II: Team Conflict and Negotiation...............................................................58
Lesson 9: organizational culture, leadership and managing diveristy..................60
Part I: Organizational Culture and Leadership...................................................60
Part II: Managing Diversity in the Organization.................................................61
3
,4
,Les 1: managing people in organizations
Lecture 1, Reading (Clegg et al., 2021), Chapter 1
Title of the lecture: Managing and Organizations – Opening, Thinking, Contextualizing, Part 1
Learning objectives:
Making Sense of Managing (p. 6)
Managerial Rationality (p. 11)
Digital Organization (p. 15)
Global Shifts (p. 26)
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
Managerialism – a claim to special expertise premised on managerial
rationality characterizing organizations
Making sense of Managing (p. 6 ff)
We can differentiate managing as a practice, as something that we do,
from organizations as goal-oriented collectives, entities in which we are
organized
Management is the process of communicating, coordinating and
accomplishing action in the pursuit of organizational objectives
Managing collaborative relationships with stakeholders, technologies and
other artefacts, both within as well as between organizations and
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 !
Management cannot simply be considered in terms of its capacity to
deliver objective gains in productivity/efficiency
It is also a socio-political activity, which implies the need to adhere to
societal, political and ethical responsibilities
Sensemaking
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, suppliers, investors,
and so on, can make common sense of the organization – what it is and
what it does
=This is called sensemaking
Sense-making
Sensemaking is the process through which individuals and groups give
meaning to something, especially to explain novel, unexpected or
confusing events
Sense-making in a capitalist system
5
, Making sense of profit orientation?
Does it make sense to you?
The art of making sense of your work (proud to working for Apple, Google
or another ‘hip’ company
Dare to challenge the narrative of selling company! (Projection of an image
that may not be reality)
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 an ongoing process in which past experience
informs the present (Maitlis and Christianson, 2014).
Be critical
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
endeavour
People work in complex organizations that are embedded in contexts
inscribed by complex networks
Managers should have understanding of (human) complexity
Sensemaking and framing
Managers manage through processes of:
Sense making
Sense giving
Sense breaking
A key part of the managers’ role is to ‘frame’ the sense that others have of
the roles that they play in the organization
As social realities of business and organizations change, the different sense
and framing is required
Much of managing is discursive: issuing orders, making suggestions,
framing actions in order to accomplish objectives
Managing & Framing
While the sense you make is always your sense it is never made in
isolation. Not only is sense made through the language and concepts you
use but also through the many cues that prompt you to make sense:
experience, what others 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
Framing
Framing is a term that comes from film making: a director frames a shot by
including some detail and omitting other elements
6
