Complete summary of Organisational Theory and Design (OT&D) lectured by Alain Guiette in . Based on the slides and lecture notes. Follows the framework of the book Beyond Performance.
Organisational Theory and Design – Summary
Table of Contents
Session 1 Introduction to the course .......................................................................................... 6
1.1 Introduction to organisational health ............................................................................ 6
1.1.1 Organisational performance ........................................................................................... 6
1.1.2 Organisational health ...................................................................................................... 6
1.1.3 Performance AND health: Paradox!................................................................................ 7
1.1.4 What is a healthy organisation ....................................................................................... 7
1.1.5 Organisational Health Index (Beyond Performance) ...................................................... 8
1.1.6 What are organisations? ............................................................................................... 12
Session 2 Overview of organisation theories ........................................................................... 13
2.1 What is ‘organisation theory’? ..................................................................................... 13
2.1.1 Pluralism in ontology and epistemology ....................................................................... 14
2.1.2 Key debates in organisation theory .............................................................................. 15
2.1.3 “Either-or” vs “And-and”: Paradoxes ............................................................................ 16
2.2 Major organisation theories ........................................................................................ 18
2.2.1 Overview of Organisation Theory ................................................................................. 18
2.2.2 (Pre-)modern perspective: view on organisations........................................................ 19
2.2.3 Modern perspective ...................................................................................................... 22
2.2.4 Symbolic perspective .................................................................................................... 24
2.2.5 Post-modern perspective .............................................................................................. 25
2.3 Organisation & environment ....................................................................................... 25
2.3.1 Environment-Organisation: different views ................................................................. 25
2.4 Organisations as Complex Adaptive Systems ................................................................ 29
2.4.1 The biology of corporate survival ................................................................................. 29
2.4.2 Making complex adaptive systems more robust .......................................................... 29
Session 3 ASPIRE: Organisational Direction ............................................................................. 30
3.1 Organisational Purpose ............................................................................................... 31
3.1.1 Values & Mission statements........................................................................................ 31
3.1.2 Strategic Intent.............................................................................................................. 33
3.2 The tension: Upper echelons vs. Middle echelons ........................................................ 34
3.2.1 Upper Echelons theory: the role of CEO and TMT ........................................................ 34
3.2.2 Upper echelons theory: Managerial discretion ............................................................ 37
3.2.3 Upper echelons theory: conclusion and implications for OH ....................................... 39
3.2.4 Middle Management and its role in strategy ............................................................... 40
, 3.3 Setting strategic goals ................................................................................................. 43
3.3.1 Focus on the medium-term future ............................................................................... 43
3.3.2 Balance facts and intuition............................................................................................ 43
3.3.3 Set tough but achievable goals ..................................................................................... 44
3.4 Case study: Tata Motors .............................................................................................. 44
Session 4 ASPIRE: Organisational identity ............................................................................... 45
4.1 Organisational recipes ................................................................................................. 46
4.1.1 Health aspirations ......................................................................................................... 46
4.1.2 Four “organisational recipes” or health archetypes ..................................................... 47
4.2 Organisational identity theory ..................................................................................... 51
4.2.1 Individual vs. organisational identity ............................................................................ 51
4.2.2 Ontological and Epistemological OI debates ................................................................ 52
4.2.3 Multiple organisational identities ................................................................................. 54
4.3 Case study: consulting firms ........................................................................................ 55
Session 5 ASPIRE: Organisational culture ................................................................................ 56
5.1 Theories of organisational culture................................................................................ 57
5.1.1 Examples of organisational culture ............................................................................... 57
5.1.2 Schein’s model of organisational culture ...................................................................... 58
5.1.3 Giorgi et al. model of organisational culture: The many faces of culture .................... 59
5.1.4 How executives shape organisational culture .............................................................. 61
5.1.5 Organisational identity vs. Organisational culture ....................................................... 62
5.1.6 From culture to organisational effectiveness ............................................................... 62
5.1.7 8 metaphors of organisations: organisation as a culture ............................................. 63
5.2 Competing values framework (CVS) ............................................................................. 63
5.2.1 CVS: core dimensions .................................................................................................... 64
5.2.2 CVS: 4 culture types ...................................................................................................... 64
5.3 Linking organisational culture to underlying organisational theory ............................... 68
Session 6 ASSESS: Organisational cognition ............................................................................. 69
6.1 Organisational mindsets .............................................................................................. 69
6.1.1 What are mindsets? ...................................................................................................... 69
6.1.2 Uncovering organisational mindsets ............................................................................ 72
6.2 Managerial and organisational cognition ..................................................................... 74
6.2.1 Overview of the MOC field............................................................................................ 74
6.2.2 Information-processing perspective ............................................................................. 75
6.2.3 Interpretive perspective ............................................................................................... 77
6.3 Cognition and Organisational Health............................................................................ 78
2
,Session 7 ASSESS: Organisational capabilities.......................................................................... 79
7.1 Organisational capabilities: theory............................................................................... 79
7.1.1 Resource-based view of the firm .................................................................................. 79
7.1.2 Dynamic capabilities view of the firm ........................................................................... 81
7.2 Organisational agility .................................................................................................. 84
7.2.1 What is agility? .............................................................................................................. 84
7.2.2 The agile organisation ................................................................................................... 84
7.2.3 Agile transformation ..................................................................................................... 87
Session 9 ARCHITECT: Organisational change .......................................................................... 89
9.1 What is change and change management?................................................................... 89
9.1.1 What is change .............................................................................................................. 89
9.1.2 Why is change so difficult? ........................................................................................... 91
9.2 Top-down planned change: a criticism ......................................................................... 92
9.2.1 Kurt Lewin’s Field Theory (1940s) ................................................................................. 92
9.2.2 Managing change: a planned approach (Kotter) .......................................................... 93
9.2.3 General criticism on planned change............................................................................ 95
9.3 A processual perspective on change: influence model .................................................. 96
9.3.1 Influence model: a compelling story ............................................................................. 97
9.3.2 Influence model: reinforcing mechanisms.................................................................... 98
9.3.3 Influence model: skills required for change ................................................................ 100
9.3.4 Influence model: role modelling ................................................................................. 100
9.4 So what are your options for change? ........................................................................ 101
Session 11 ACT: Organisational learning ................................................................................. 102
11.1 Organisational learning: why? ................................................................................... 102
11.1.1 What is learning? ........................................................................................................ 102
11.1.2 Why is learning important?......................................................................................... 103
11.2 Tacit knowledge as key to organisational learning ...................................................... 104
11.2.1 What is tacit knowledge? ............................................................................................ 104
11.2.2 How to acquire tacit knowledge? ............................................................................... 105
11.3 Individual learning .................................................................................................... 106
11.3.1 Four stages of competence ......................................................................................... 107
11.3.2 Five-stage model of adult skill acquisition .................................................................. 107
11.4 Organisational learning & The learning organisation .................................................. 108
11.4.1 The field of organisational learning ............................................................................ 108
11.4.2 Learning organisation ................................................................................................. 109
11.4.3 Example: how McKinsey & Co “manages” knowledge ............................................... 111
3
, 11.5 Organisations as Complex Adaptive Systems .............................................................. 112
11.5.1 “the biology of corporate survival” ............................................................................. 112
11.5.2 Making complex adaptive systems more robust ........................................................ 112
11.6 Linking Learning to Organisational Health .................................................................. 114
11.6.1 Change engine............................................................................................................. 114
11.6.2 Learning and continuous improvement ...................................................................... 115
11.6.3 Key lessons learned ..................................................................................................... 115
Session 12 ADVANCE: Leadership in organisations .................................................................. 116
12.1 The field of leadership ............................................................................................... 117
12.1.1 The field of leadership is fuzzy .................................................................................... 117
12.1.2 What is leadership?..................................................................................................... 117
12.2 Mainstream leadership theories ................................................................................ 118
12.2.1 Trait theories of leadership ......................................................................................... 118
12.2.2 Behavioural theories of leadership ............................................................................. 118
12.2.3 Leadership style & contingency theories .................................................................... 120
12.2.4 The metaphor of orchestra conductor ....................................................................... 121
12.3 Paradox-inspired leadership theories ......................................................................... 122
12.3.1 Ambidextrous leadership ............................................................................................ 122
12.3.2 Competing values leadership ...................................................................................... 123
12.3.3 Wise leader(ship) ........................................................................................................ 124
12.4 Centred Leadership ................................................................................................... 125
12.4.1 Five elements of centred leadership........................................................................... 125
12.4.2 Centred leadership & Organisational Health .............................................................. 127
12.5 Meaning (and Thriving) ............................................................................................. 127
12.5.1 The problem ................................................................................................................ 127
12.5.2 The 'Meaning Quotient' of Work ................................................................................ 128
12.5.3 To engage or not to engage ........................................................................................ 129
Session 13 Guest lecture: Delaware ........................................................................................ 129
13.1 Case information ....................................................................................................... 129
13.1.1 Delaware as an organisation ....................................................................................... 129
13.1.2 Delaware strategy ....................................................................................................... 130
13.2 Linking Delaware’s strategy formulation and implementation to the Five Frames of
Organisational Health........................................................................................................... 131
13.2.1 Aspire .......................................................................................................................... 131
13.2.2 Assess .......................................................................................................................... 131
13.2.3 Architect ...................................................................................................................... 132
4
, 13.2.4 Act ............................................................................................................................... 132
13.2.5 Advance....................................................................................................................... 132
13.3 Case debrief by professor .......................................................................................... 132
13.3.1 Key takeaways ............................................................................................................. 132
13.3.2 Links to the course and Organisational Health ........................................................... 132
Exam information .................................................................................................................... 133
5
Les avantages d'acheter des résumés chez Stuvia:
Qualité garantie par les avis des clients
Les clients de Stuvia ont évalués plus de 700 000 résumés. C'est comme ça que vous savez que vous achetez les meilleurs documents.
L’achat facile et rapide
Vous pouvez payer rapidement avec iDeal, carte de crédit ou Stuvia-crédit pour les résumés. Il n'y a pas d'adhésion nécessaire.
Focus sur l’essentiel
Vos camarades écrivent eux-mêmes les notes d’étude, c’est pourquoi les documents sont toujours fiables et à jour. Cela garantit que vous arrivez rapidement au coeur du matériel.
Foire aux questions
Qu'est-ce que j'obtiens en achetant ce document ?
Vous obtenez un PDF, disponible immédiatement après votre achat. Le document acheté est accessible à tout moment, n'importe où et indéfiniment via votre profil.
Garantie de remboursement : comment ça marche ?
Notre garantie de satisfaction garantit que vous trouverez toujours un document d'étude qui vous convient. Vous remplissez un formulaire et notre équipe du service client s'occupe du reste.
Auprès de qui est-ce que j'achète ce résumé ?
Stuvia est une place de marché. Alors, vous n'achetez donc pas ce document chez nous, mais auprès du vendeur Balok. Stuvia facilite les paiements au vendeur.
Est-ce que j'aurai un abonnement?
Non, vous n'achetez ce résumé que pour €7,99. Vous n'êtes lié à rien après votre achat.
