School of Management

Organisation and Management

Course Introduction / Overview

Information about Paper
Engaging with STREAM Over-View on this Paper Information about Assignments
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Basic Understanding & Context of Organising and Managing Exercise

Prescription, Aims & Objectives

The main prescription of this course is a comprehensive study of theories and practices of management & organisation in business Specially, the aims and objectives of this course are: To acquire an in-depth understanding of generic frameworks, models, and processes for managing and organising. To develop a balanced knowledge, reflected in research and commentary materials, about selected topics and issues related to managing and organising. To extend insights into the critical and practical dimensions of managing and organizing through investigations and assignment work.

Prescribed Textbook and Companion Website

Clegg S., Kornberger M. & Pitsis T. (2011). Managing and Organizations, 3nd edition, London: Sage.

Website: http://www.uk.sagepub.com/managingandorganizations3/

Self Learning!
Online readings Links to relevant websites Interactive MCQs Interviews Flashcard glossary Podcasts In the news Interaction portal

More Reading as outlined in Course Guide

Additional Texts Writing and Referencing Aid Recommended Supplementary Reading
Additional supplementary readings will be recommended during lectures.
Some posted on STREAM

Other texts are available through the MU library

Learning Outcomes / Assignments

Coherently describe in written and spoken language important management concepts (Assignment 1: Reflections and Group Presentation) Demonstrate an appreciation of the value of management research and its implications for practice (Assignment 2: Scholarly Critique) Understand major theoretical approaches in contemporary management and organisations (Assignment 3: Essay)

Apply management knowledge to diverse organisational settings (Assignment 4: Case Study Analysis).
Critically interrogate and reflect their own practice as managers and organisers.

Assignments / Assessment
Assignment Type
1 Joint Reflection Paper (A) & Group Presentation (B) (Learning Outcome 1) A -= 5% value B = 10% value

Value
15%

Critique of scholarly article (Learning Outcome 2)

15%

Essay (Learning Outcome 3)

25%

Case study analysis Compulsory (Learning Outcome 4)

45%

Total

100%

Assignment 1a Co-Writing Short Reflections (5%)

After finding a partner to write with, respond in a jointly composed paragraph (no more than 200 words) to one of the following topics and questions: Integrating individual employees and groups is important for organisations. Why and in which ways is the integration of individuals and groups in organisational contexts? Particularly consider reasons and forms of this integration for effective team-work and for achieving organisational goals! You might consider the role of management for this integration.

or Cross-cultural research has found variance in the occurrence of social loafing as a function of cultural value orientations such as individualism and collectivism. For example, research with U.S. and Chinese managerial trainees showed that social loafing was observed among those holding individualistic beliefs (US managers) but not among those with collectivistic beliefs (Chinese managers) (Bowditch, Buono & Stewart, 2008, p. 161).

Assignment 1a Co-Writing Short Reflections (5%)

Consider the above and ask why this might be so. You might wish to argue either for or against the statement above and briefly state what can be done to deal with social loafing, bearing cultural factors in mind. Consider how these findings might affect your perceptions of how people from different races work. Along with your description offer one or two opinions from the academic literature that support your views. Cite them within, and reference them correctly at the end of your paragraph. In your writing you must in any case attend to all the usual English spelling and grammatical conventions. Both authors will be marked and graded on the presented contents and the ability to conform to standards of academic writing (including APA referencing conventions) and writing style!

Assignment 1b Group Presentation (10%)

in a group of four or five, explore one of the motivational theories
For example from Campling et al. 2006 chapter 14 or other sources

Constructing a poster or power point presentation depicting key issues of motivational theory
how the theory works, its antecedents and how it has developed strengths and weaknesses reflection of the production in group use a combination of text and diagrams (or pictures) presentation in class of posters or power point in max. 10 min. including questions & answers / discussion

Assignment 2: Critique of Scholarly Article (15%)

Write a 1000 word critique of a given scholarly journal article. summarising main issues describe the author(s) research methodology, and their theory of knowledge reference other texts (15) in order offer your informed statement

Options
Amabile, T. M. (1007). Motivating Creativity in Organizations: On Doing What You Love and Loving What You Do. California Management Review, 40, no. 1: 39-58. Kennedy, J. C. (2007). Leadership and culture in New Zealand. In J. Chhokar, F. C. Brodbeck & R. J. House (Eds.), Culture and Leadership Across the World: The GLOBE Book of In-Depth Studies of 25 Societies (pp. 397432). Mahwah, NJ: Lawrence Erlbaum Associates. Pio, E. (2005). Knotted strands: Working lives of Indian women migrants in New Zealand. Human Relations, 58(10), 12771299. Trevor-Roberts, E., Ashkanasy, N. M., & Kennedy, J. C. (2003). The egalitarian leader: A comparison of leadership in Australia and New Zealand. Asia Pacific Journal of Management, 20(4), 517540. Weick, K. E. (1993). The collapse of sense-making in organizations: The Mann Gulch disaster. Administrative Science Quarterly, 38(4), 628653. Yang, S.-Y. (2011). Wisdom displayed through leadership: Exploring leadership-related wisdom. Leadership Quarterly, 22(4), 616-632

Assignment 3: Essay (25%) Write a 1500 word essay on one of the following topics (optionally you may write
with one other student) Option 1 Learning in Organisation takes place only by individuals! Argue why this statement is problematic and why and how learning in organisations also refers to collective dimensions. Furthermore, discuss critically the need for a coordination and integration of individual and collective ways of learning in organisations.

Assignment 3: Essay (25%) Write a 1500 word essay on one of the following topics
Option 2 In which ways does an organisational culture and its embedding in a national culture influences the management and organisation practice of business. Here you are required to analyse, discuss and critique the complex phenomenon of organisational culture and its impact (see also chapter 6 Clegg et al., 2011). You may also consider your own experiences with cultural dimensions at your University and in New Zealand.

Assignment 3: Essay (25%) Write a 1500 word essay on one of the following topics
Option 3 Explore possibilities to manage creativity and creative management/leadership in the context of innovation and change in organisations (see also Clegg et al. 2011, chapter 10). Option 4 What are the essential ideas of Folletts understanding of collaborative leadership and groups? Why is her approach and interpretation relevant for ways of organising and managing business in the 21st century?

Assignment 3: Essay (25%) Write a 1500 word essay on one of the following topics Option 5 Why is practical wisdom important for developing more responsible and sustainable organisations and leadership practices?
For this option, you might consider this source: Kuepers, W. & Statler, M. (2007). Integral PhenoPractice of Wisdom in Management and Organisation, In: Social Epistemology special issue on Wisdom and Stupidity, (2007), Vol 22:4, pp. 169 - 193.

Option 6: Your own suggestion, based on well-founded reasons and discussed in one-to-one conversation with lecturer

Assignment 4: Case Study Analysis Compulsory (45%)

You will be given a case study in class You have a week to think and read about the case. In an in-class test you will be asked to answer questions, in an examination environment, relating to that case. closed-book exam and answers in essay form 2 hours + 30 min. to answer the questions no word limit on essays, but avoid redundancies! Room probably QB2!

Keep in Mind & Manage the required Formalities!!

Consider all Details in Study Guide!
Instruction on Assignments & its submission

Do not be sloppy! (careless & unsystematic) Correct Referencing! (APA 5!!!) No Plagiarism !!! (Turn-it-in-Software) Criteria for the marking of assignments:
Presentation Analysis Supporting Evidence Quality

Lecturing
Three hours of lectures, presentations/ workshops each week throughout the semester
Time: Monday 6 - 9 PM Room: QB 2

Continuous attendance is vital for a successful participation! Self-Study is imperative and GroupLearning advisable

Context of Managing and Organizations

Organising & Organisations Managing & Management

Context
as embedding nexus of organising and managing Lat. con-textere = weaving together

Dynamic and Complex New Work Place

What are organizations? What is management?

In your own words? From your own experiences?

Organisations?
Characteristics of rational organizations Purpose, objectives, and goals Sites of practice (action and experience) Structural design, formal roles Built on rules (both explicit and implicit),
structures and roles (see Clegg et al. 2011, pp.10-17

Sense-Making (see Clegg et al. 2011, pp. 17-26)

Organising
Achieving a desired and planned future Systematically ordered in hierarchy of actions Actions assigned to roles Responsibilities defined for roles Actions, roles and responsibilities revised in the light of experiences
Learning Organisation

Management
Management is
the process of communicating, coordinating, controlling and accomplishing actions in the pursuit of organizational objectives the process of managing relationships with stakeholders, technologies, and other artefacts both within and between organizations

Managing entails Framing relevancies

(Clegg et al 2011 p. 8-9) Difference between Management and Leadership?

Leader-Ship
Consider the word leadership itself.
Other words that end in the suffix -ship can be used to denote a skill, such as in the words statesmanship, seamanship, or craftsmanship, or can also be used to indicate a relationship as in partnership, apprenticeship, fellowship, and in the word relation ship itself. It seems we potentially have a legitimate semantic choice to use the word leadership either to indicate an ability or skill, or to indicate a relationship. (Barker, 1997: 347) Barker (1997), How can we train leaders if we do not know what leadership is? Human Relations, Vol. 50, No. 4.

Task: Master-Plan
Imagine you would be a manager in the Council of Christchurch (or Auckland)! Sketch what and how you would manage and organise in case of a disaster? Write down your ideas now! Discuss with your neighbour! Presenting to all!

Task: Master-Plan
Dealing with a Complex Context!
(special case of Risk/Emergency Management) Post-disaster reconstruction (esp. infrastructure)

Purposes? Prioritising? (mitigating measurements) Managing / Organising alone? Communicating, coordinating,

What? to do (issues, problems, contents) How? to do (procedures, rules, actions, reflections) Future: Disaster preparedness

Coping with Traumatic Incidents

Not only for natural disasters, but also accidents, violent assaults, extreme stress or handling lay-off situation (work force reduction,
post-downsized anorexic organisation & job survival syndrome

Behavioural and Emotional Effects

Shock, Fears, Anger, Helplessness, Sadness, Shame

Emotion Management
CROW (Counselling Resources on the Web)

EARTHQUAKE SUPPORT
The university is very aware that as well as those who have been directly affected by the earthquake, many students have been indirectly affected in a variety of ways. After an event of this nature it is entirely normal to experience unexpected physical and emotional reactions even a considerable time afterwards. These reactions are a completely normal response to an abnormal event! Ideas for managing at a time like this, and for being able to move forward with studies, can be found on the Student Counselling website http://crow.massey.ac.nz. Additional assistance for yourself or for a friend can be obtained from your campus Health & Counselling Services. Contact details can be found on the CROW website above.

H & S at Massey Auckland.ppt Evacuation Injury reporting Smoke free policy http://akhs.massey.ac.nz

Injury reporting
If you injure yourself on campus, in class, at the gym, in the grounds, etc. Report it!
Get form from Massey Contact, ASA or online Fill in, hand to Massey Contact, ASA office or course administrator Why? so that the issue can be investigated and repaired to prevent similar injuries

Practice and Theory

Practice
What employees and managers do & experience Situated activities, involved in coordinating, interacting and communicating Why theory? It is an reflecting account of how things work, coherent in its terms, and applicable to phenomena that it seeks to interpret, understand, and explain. It provides a frame upon which we make sense of our world, and the things within it.

Theory
theoria = to look and observe critically Understanding
Interpreting

Explaining
cause-effect relationships

Seeing inter-connections Discovering possibilities

Theory (and Research)

= a way of seeing the world like through lenses
(not mirror!)

Problem of pinked broken glasses

3D

Context of Managing and Organizations

Context = ? circumstances in which events in organisations occur; setting of specific & relevant factors of organisations as system atmosphere of organisations as life-world What is the context in which current organising and managing takes places?

Contextualising Organisational Levels

Context of Organising and Managing:

The Dynamic and Complex New Work Place Changes? Dynamic? Complex? New Work-Place?

See also Clegg et al. 2011, pp. 31-38

Individuum

Changing (individual) attitudes, intentions, values

Interior

Changing conception of time and space related to action (local & global)

Exterior

Changes in orga.

Sociocultural, demographic Changes

Structural and Technological Changes

Changing relations in service and production

See also Clegg et al. 2008, p.33 40

Collective

Complexity
Complex: great many independent entities or agents are interacting with each other in a great many ways. to understand the behavior of a complex system we must understand not only the behaviour of the parts, but how they act together to form the whole

Increasing complexity
diversity: interwoven factors, interdependencies,
variability of relatinships
Increased demand for coordination

dynamics: continous accelaration, quick changes of

the socio-cultural and economic context
Need for permanent adadption

discontinuity: unpredictabe and leaping character of

change processes, always new project task, fluctuations,
Dealing with oscillations

non-linearity: non-final and non-teleological but spiral

with open end
Considering multi-causality and emergences

On the edge of chaos

Complex field of the unknown, the uncertain and the unpredictable

Stacey, R.D. (1996), Complexity and Creativity in Organizations, San Francisco, Berrett-Koehler.

Stacey, R.D. (1996), Complexity and Creativity in Organizations,

Integral Perspectives of Organising and Managing

Individuum

Interior

Exterior

Collective

Individual

Managing / Organising the Individual

Exterior

Interior

Managing / Teams & Groups

Managing / Systems

Collective

Individual

Managing the Individual perceiving

Interior
feeling thinking intending

knowing doing interacting performing

Exterior

Managing Teams & Groups

Managing Systems

Culture
Collective

Individual

Managing:
Knowledge and Learning HRM Exterior

Interior

Communication Leading / Leadership Creative / Innovation

Ethically & Integrally

Collective

Individuum

Interior

Exterior

Collective

Individuum

Interior

Exterior

Integral c Perspectives

Collective

Studying at home and / or on Campus

Getting familiar with
STREAM Textbook and its Website & additional material

Reading Thinking Writing

Reading Reading Thinking Thinking Writing Writing

Developing learning strategies, learning groups, re-search & writing agenda!

Be Well Prepared !!!!

Since engaged learning and participation will be central to this course, it is very very important that you keep up with the reading assignments and be actively prepared!!!! Come to lectures always having read the relevant chapter(s) and texts!!! From time-to-time you will be asked your opinions and invited for engaged discussions, so be well prepared to bring in your well-founded views and reasons!!!!

For next lecture:

Find two metaphors used in scientific sources which describe organizations! What do you think about them? Why is understanding history (i.e. historical foundations of business) important for managing and organising the presence and envisioning + shaping future? Be prepared! You might be asked and will be invited to discuss!

Post Graduate Welcome

You are invited to a post-graduate welcome before our second lecture: Day: Monday 5 March 2012 Time: 5.30 - 6:30 pm (our class will start at around 6.40pm) Location: Staff Lounge, Study Centre/ Wine and nibbles will be provided.

Embeddedness of Organisations
Embeddedness expresses the notion that social actors can be understood and interpreted only within relational, institutional and cultural contexts and cannot be seen as atomized decisionmakers maximizing their own utilities. Read: Dacin, M. T., Ventresca, M. J. and Beal, B. B.
(1999), The Embeddedness of Organizations: Dialogue & Directions. Journal of Management, 25(6): 317-356.