integrating organization theory: a realistic theory of leadership practice mpa 8002 the structure...
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Integrating Organization Theory:Integrating Organization Theory:A Realistic Theory of Leadership A Realistic Theory of Leadership PracticePractice
MPA 8002
The Structure and Theory of Human Organization
Richard M. Jacobs, OSA, Ph.D.
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Since the time of Francis Bacon Since the time of Francis Bacon (1561-1626)...(1561-1626)...
an “organization” has been viewed as an achievement, a product of experimentation...
…as people hypothesize about what constitutes “best practice”
…and devote themselves to improving organizational functioning
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Organization is viewed as a product Organization is viewed as a product of an objective, scientific method...of an objective, scientific method...
where humans control conditions in order to reproduce existing knowledge and reduce anomalies
…by moving from defective forms of knowledge to more accurate forms
…by working within and replicating a tradition (i.e., functional theoryfunctional theory)
with the goal of increasing productivity
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hypothesis
theory
tradition
a conjecture about
organizationa conceptual schema to be subjected to
further testing
culminating in a body of
knowledge
““To see what one knows”...To see what one knows”...
…and is used to analyze human beings and their conscious activities
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For Kuhn (1986), this paradigm For Kuhn (1986), this paradigm proves somewhat problematic...proves somewhat problematic...
the structure of organization constrains the ability for people to think beyond the mediated theories and tradition…as extant knowledge is duplicated
and replicated…and unconstrained inquiry is
stultified by disciplinary canons
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…the movement from one form of self understanding to another
…the capacity to engage in intellectual work on one’s own
…previously experienced mental operations and the dynamics that follow from them
an invitation to participate in discovering within oneself...
Substantively, inquiring into organizational Substantively, inquiring into organizational issues is a more subjective endeavor...issues is a more subjective endeavor...
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…a matter of science
achieve insightinsight into the essential nature of organization
…a matter of understanding…a matter of judgment
““To know what one sees”...To know what one sees”...
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…one must investigate antecedents
to understand “organization”...
…envision precedents, the content of the subject (the investigator)
…grapple with novelty in its context
…render a decision about the “right” thing to do
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is an intellectual endeavor by which human beings attempt to achieve intelligent understanding about the ways human beings structure their conscious activities
Substantively, investigating a Substantively, investigating a human organization...human organization...
as this endeavor is fueled by a keen desire to improve the lot of humanity and civilization
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How do things really work?
How did things come to be this way?
Gather factual data that support these matters. Do not rely on anecdotal information.
Rather than attempting to “reinvent the wheel,” how might elements of the present structure be used to foster organizational change?
requires critically examining existing structures and processes
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formulate an organizational purpose that responds to an environmental demand, a perceived need, or an opportunity to be seized
mix expertise and generate healthy organizational tension by cross-fertilizing divisions
forge a common commitment to making “working” decisions for which members bear responsibility but, at the same time, are subject to re-assessment and change
requires designing an organizational structure that takes into account its history, experience, and preferred future:
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Substantively, leading human Substantively, leading human organizations requires...organizations requires...
developing a comprehensive conception of the organization
What is its mission and vision?
What are its current strategies and goals?
What does its history say about the organization’s strengths and weaknesses?
What opportunities and threats are present?
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Conceptualizing organizational Conceptualizing organizational leadership...leadership...
VISION MISSION
a preferred future
what ought to be
based upon factual data
the motivation
the opportunities
the challenges
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VISION MISSION
PURPOSE
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PURPOSE STRATEGY
a shared motive
with explicit values
formulate preferred scenario
explicating why we do what we do
a “roadmap” that specifies the “game plan”
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STRATEGY GOALS
action-oriented, “smart” outcomes
frames subsequent decisions that will be made at lower levels of the organizational hierarchy
which implement the strategy the “what” to be
achieved
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translate the organizational purpose and strategy into performance goals
S
M
A
R
T
specific
measurable
ambitious yet attainable
realistic, reflect mission
time specific with target dates
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GOALS PROJECTS
purposive actions by groups in practice episodes
frame subsequent decision making by the various groups closest to the action where frequent decisions must be made
the “how” we will do it
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TOOLSPROJECTS
purposive activities by individuals (or groups) in practice episodes
actions and routines used in practice episodes to achieve desired outcomes
the who will do and the what they will be doing
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TOOLS
PROJECTS
GOALS
PURPOSE
VISION
MISSION
STRATEGIES
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TOOLS
PROJECTS
GOALS
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TOOLS
PROJECTS
RESULTS
ANALYSIS
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TOOLS
PROJECTS
GOALS
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TOOLS
PROJECTS
GOALS
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PROJECTS
GOALS
RESULTS
ANALYSIS
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PROJECTS
GOALS
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TOOLS
PROJECTS
GOALS
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GOALS
STRATEGIES
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GOALS
STRATEGIES
RESULTS
ANALYSIS
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GOALS
STRATEGIES
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TOOLS
PROJECTS
GOALS
PURPOSE
VISION
MISSION
STRATEGIES
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regularize a system for individual and collective accountability, one that translates the organizational purpose, goals, and commitments into tangible achievements
All the while, leaders endeavor All the while, leaders endeavor to...to...
intra-organizational cohesion
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adopt the “experimental mentality” associated with practice episodes: to retain what works, to discard what doesn’t, and to refine the structure as needed
flexibility
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report back what is being learned through practice
honest and accurate feedback
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verticalcoordination
lateral control
To avoid organizational To avoid organizational dysfunction...dysfunction...
The leader’s challenge is to integrate vertical coordination with lateral control
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verticalcoordinationone focus:
...to integrate the various levels of the organization’s formal hierarchy
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power
Tactics for vertical Tactics for vertical coordination...coordination...
rules and policies
planningand
control systems
legitimatereferentexpert
specify the conditions of work
performance control
action planning
coercive
reward
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lateralcontrola second focus:
…to balance the need for autonomy and responsibility at similar levels in the organization’s formal hierarchy
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meetings
Tactics to exercise lateral Tactics to exercise lateral control...control...
opportunities for dialogue, feedback about operations, and the honest exchange of facts, insights, and learning
Meeting agendas should forge structural redesign that promises to improve organizational functioning not provide a forum to air personal grievances and interpersonal conflicts.
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task forces
groupings of stakeholders representing diverse viewpoints
A task force is given a specific charge to integrate structures not to be mired in endless debate about current standard operating procedures.
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coordinating roles engaging in
boundary spanning
Boundary spanning enables workers to develop the cross-functional skills needed to coordinate work in a complex organization. This liberates both the organization and its members from co-dependency.
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matrix structures
identifying critical linkages between divisions
Matrix structures identify and link otherwise disassociated divisions in the endeavor to eliminate inter-divisional conflict, confusion, and turf protection.
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networks
individuals and groups focusing on a particular area of interest
Self-organizing networks provide the much needed cross-functionality and geographical diversity to spur creative thinking about organizational issues. However, networks are unwieldy, difficult to control, and offer no guarantees of positive outcomes.
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verticalcoordination
lateral control
Leaders need to be realisticrealistic...
While using these tactics to integrate...While using these tactics to integrate...
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A realistic theory of leadership...A realistic theory of leadership...
the central issue confronting managers and leaders is that change notnot stability characterizes human organizations
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Some of the significant changes impacting organizational functioning include:
information technology
organizational vision
environmentsize of organization
age of organization
core process
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However, the single, most significant change impacting an organization is:
people
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Because organizations are Because organizations are primarily human enterprises...primarily human enterprises...
leaders use “teams” to foster organizational learning (DiBella & Nevis, 1998) a small number of people possessing complementary skills
committed to a common purpose, set of performance goals, and approach toward achieving them
for which they hold themselves mutually accountable
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change alters the clarity and stability of roles and relationships, creating confusion and chaos
This requires leaders to be attentive to periodically realigning and renegotiating formal patterns and policies by resolving the issue.
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The organization envisaged today remains to be perfected. Due to this generation’s lack of insight, most questions about organizational issues are very difficult, if not impossible, to answer fully.
The leadership challenge...The leadership challenge...
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There is a sense in which the really tough questions about organizational issues reduce a leader to silence until that person can think about the relationship between the past and present and envision a pathway of change that will substantively improve the organization.
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In this generation, then, all a leader can realistically hope to accomplish is to develop an interim organization, one that is substantively better because one’s insight into organizational issues offered the promise of a better way to achieve the organization’s purpose.
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Or, to put it in another way, that the people in the organization and the organization itself are better off because the leader was was there.
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This module has focused on...This module has focused on...
a realistic theory of leadership realistic theory of leadership for utilization in practice episodes
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ReferencesReferences
Bolman, L. G., & Deal, T. E. (1997). Reframing organizations: Artistry, choice and leadership (2nd edition). San Francisco: Jossey-Bass.
DiBella, A. J., & Nevis, E. C. (1998). How organizations learn. San Francisco, CA: Jossey-Bass.
Morgan, G. (1986). Images of organization. Beverly Hills, CA: Sage Publications, Inc.
Sergiovanni, T. J. (1989). Informing professional practice in educational administration. Journal of Educational Administration, 27(2), p. 186.
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Taylor, F. W. (1911/1967). The principles of scientific management. New York: W. W. Norton.
Weber, M. (1930/1992). The Protestant ethic and the spirit of capitalism (A. Giddens, Trans.). New York: Routledge.