Professional Documents
Culture Documents
CHAPTER 1
Objectives
The introduction to the book and course is crucial, especially if students have not been
exposed to organizational theory or to a multiple perspectives approach. It is important to
spend time in the first class establishing the need for both. My experience (ALC) has been
that students are initially resistant to these ideas and to the need to study OT from a
multiple perspectives approach. Typical comments early in the course are:
- this is theoretical and has no relevance to practice so why do we have to learn it?
- why do we have to cover this postmodern stuff?
- why cant we just focus on one approach?
- so what is the right answer?
Yet by the end of the course, most students can see the practical value of course material.
Much of this depends upon grounding the material in practice (cases, examples, practical
projects, current events in the media), and on the instructors enthusiasm and persistence.
Many students at the undergraduate and Masters level think the course will be overly
theoretical, and while there is a strong theoretical base, much of the theory is based on
practitioner experience (especially classical OT) and on research carried out in
organizations. In addition, the focus of this work is to understand how organizations
function and how to design them in more effective ways. So OT is not an abstract field of
study but offers ideas, models and tools of critical importance in designing and managing
effective organizations. Students gain a very different understanding of organizations
once they are familiar with OT and the different perspectives. The Preface to the first
edition (still retained in the third edition) provides some useful material in outlining the
need for OT, as well as material in Chapter 1.
Managers need to understand how and why organizations function the way they do in
order to diagnose problems, design and run effective organizations. Organizational
design involves creating structures and cultures that balance external and internal factors
and pressures, and allows the organization to compete by operating effectively, efficiently,
and ethically.
Effective organizational design means being able to:
Knowledge (what we know about the world) can be obtained from direct experience or
secondary sources. Consequently it takes many different forms and can embrace
contradictory ideas and theories. The tension and interplay between these ideas and
theories can lead to different ways of seeing and thinking about situations, as well as new
forms of knowledge. The three perspectives can therefore offer a way of deepening our
understanding.
Traditional management theory focuses upon formally rational methods and techniques of
organization and control: rational structures, rules, and standardization. The rational
approach has been relatively effective where the environment is stable. However, in
turbulent and dynamic environments, we require creative energy, flexibility and more
proactive modes of learning, thinking, and managing organizations. We still need the
building blocks (rational) but also to think about the world, organizations, management
and people in different ways (symbolic, postmodern).
the impact of those assumptions as a basis for creating more ethical and
responsive ways of managing organizations.
- can help us analyse complicated situations and figure out ways of dealing
with them.
- offers a range of ideas to open up thinking and new possibilities for action.
- help us recognize and become more tolerant of other views, more rounded,
more active in creating and influencing our surroundings.
- help us became critically-reflexive practitioners: to understand how
ideologies, assumptions (our own and others), organizational structures and
processes can silence and marginalize groups and individuals, and offer ways
of overcoming this.1
Each perspective has something different to offer. I ask students to remain open to the
various ideas before making any judgements about their value. They may agree or
disagree with a particular perspective after considering the pros and cons of each, and
should be able to give a reasoned argument to support their position an important
management skill!
The definitions of and Students typically react with scepticism when these
difference between terms are introduced, but they are crucial in
ontology and understanding the differences between the three
epistemology. perspectives. Its important to emphasize and
reinforce these ideas throughout the course.
Discussion Questions
- name
- work experience: job / organization
2. This could be done after a discussion of Chapter 1, or in more depth after covering
material in Chapter 2.
Split the class into 3 (or multiples of 3) groups. Each group takes one perspective. Ask
each group to identify their ontological and epistemological assumptions and how these
might influence their view of organizations and the way they might manage an
organization.