- The document discusses moving away from silos in higher education administration towards a "boundaryless" model to improve communication, reduce risk, and enhance efficiency. It analyzes literature on boundaryless organizations and General Electric's approach. The presentation explores research questions on interdepartmental cooperation and proposes using Galbraith's Star Model and a socio-technical systems approach to study ways of breaking down barriers between administrative departments in universities.
Managing Workforce Diversity in Competitive Environmentinventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Managing Workforce Diversity in Competitive Environmentinventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Managing diversity becomes one of the most important factors in ensuring company competitiveness. This paper explores the theory about diversity management and compares it with the practices in organizations and then examines the organizations’ diversity programs through their employees’ perceptions. The findings illustrate that there is a gap between managing diversity theories and practices in organizations and some barriers in implementing divManaging diversity becomes one of the most important factors in ensuring company competitiveness. This paper explores the theory about diversity management and compares it with the practices in organizations and then examines the organizations’ diversity programs through their employees’ perceptions. The findings illustrate that there is a gap between managing diversity theories and practices in organizations and some barriers in implementing diversity program, especially in the hospitality industry.ersity program, especially in the hospitality industry.
The Role of Women in Contemporary ManagementKirkBoxill
Presentation by Group 1*, Certificate Programme "Supervisory Management", which was offered by the University of the West Indies, Open Campus, Barbados.
*n.b. ~ Sharie Best, Kirk Boxill, Wade Boyce, Natasha Boyce, Jaqueline Brewster, Melissa Weekes.
Research Title:
The influence of personality on leadership, communication and cooperative behavior of students of Bachelor of Science Computer Studies at Capitol University.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
A Study of Cultural Dimensions in The Business OrganizationsSourav Dhar
The purpose of thesis was to investigate how Hofstede's (2013) five cultural dimensions: individualism Vs Collectivism, Masculinity Vs Feminism, Long term orientation Vs short term Orientation, uncertainty avoidance and power distance appear in west bengal Organization.
The future of 21st century global educationjoyce pittman
The presenter discusses the relationships between systems thinking, leadership and sustainability in complex learning organizations: Implications for new educational leadership research and development.
Bailment Contracts
A Contract where one party delivers goods to the other upon return basis to fulfil a specific purpose is called bailment contract. It includes two parties namely; bailer and bailee. The person who is delivering the goods is called bailer and the person to whom goods are delivered, is called bailee.
Types of Bailment Contracts
The bailement contracts are classified into Gratuitous bailments and Non – Gratuitous bailments.
Difference between Bailment and Sale
We study collaborative filtering for applications in which there exists for every user a set of items about which the user has given binary, positive-only feedback (one-class collaborative filtering). Take for example an on-line store that knows all past purchases of every customer. An important class of algorithms for one-class collaborative filtering are the nearest neighbors algorithms, typically divided into user-based and item-based algorithms. We introduce a reformulation that unifies user- and item-based nearest neighbors algorithms and use this reformulation to propose a novel algorithm that incorporates the best of both worlds and outperforms state-of-the-art algorithms. Additionally, we propose a method for naturally explaining the recommendations made by our algorithm and show that this method is also applicable to existing user-based nearest neighbors methods.
Managing diversity becomes one of the most important factors in ensuring company competitiveness. This paper explores the theory about diversity management and compares it with the practices in organizations and then examines the organizations’ diversity programs through their employees’ perceptions. The findings illustrate that there is a gap between managing diversity theories and practices in organizations and some barriers in implementing divManaging diversity becomes one of the most important factors in ensuring company competitiveness. This paper explores the theory about diversity management and compares it with the practices in organizations and then examines the organizations’ diversity programs through their employees’ perceptions. The findings illustrate that there is a gap between managing diversity theories and practices in organizations and some barriers in implementing diversity program, especially in the hospitality industry.ersity program, especially in the hospitality industry.
The Role of Women in Contemporary ManagementKirkBoxill
Presentation by Group 1*, Certificate Programme "Supervisory Management", which was offered by the University of the West Indies, Open Campus, Barbados.
*n.b. ~ Sharie Best, Kirk Boxill, Wade Boyce, Natasha Boyce, Jaqueline Brewster, Melissa Weekes.
Research Title:
The influence of personality on leadership, communication and cooperative behavior of students of Bachelor of Science Computer Studies at Capitol University.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
A Study of Cultural Dimensions in The Business OrganizationsSourav Dhar
The purpose of thesis was to investigate how Hofstede's (2013) five cultural dimensions: individualism Vs Collectivism, Masculinity Vs Feminism, Long term orientation Vs short term Orientation, uncertainty avoidance and power distance appear in west bengal Organization.
The future of 21st century global educationjoyce pittman
The presenter discusses the relationships between systems thinking, leadership and sustainability in complex learning organizations: Implications for new educational leadership research and development.
Bailment Contracts
A Contract where one party delivers goods to the other upon return basis to fulfil a specific purpose is called bailment contract. It includes two parties namely; bailer and bailee. The person who is delivering the goods is called bailer and the person to whom goods are delivered, is called bailee.
Types of Bailment Contracts
The bailement contracts are classified into Gratuitous bailments and Non – Gratuitous bailments.
Difference between Bailment and Sale
We study collaborative filtering for applications in which there exists for every user a set of items about which the user has given binary, positive-only feedback (one-class collaborative filtering). Take for example an on-line store that knows all past purchases of every customer. An important class of algorithms for one-class collaborative filtering are the nearest neighbors algorithms, typically divided into user-based and item-based algorithms. We introduce a reformulation that unifies user- and item-based nearest neighbors algorithms and use this reformulation to propose a novel algorithm that incorporates the best of both worlds and outperforms state-of-the-art algorithms. Additionally, we propose a method for naturally explaining the recommendations made by our algorithm and show that this method is also applicable to existing user-based nearest neighbors methods.
A world-wide network of computers allows people to share information electronically
Like a BIG book with many web-pages on different topics
Can be accessed anywhere with an Internet connection
Critical management studies
and “mainstream” organization
science
A proposal for a rapprochement
Max Visser
Nijmegen School of Management, Institute of Management Research,
Radboud University, Nijmegen, The Netherlands
Abstract
Purpose – The purpose of this paper is to propose a rapprochement between the field of critical
management studies (CMS) and what is constructed here as the “mainstream” of organization theory
and research.
Design/methodology/approach – The paper contains a comparative analysis of relevant literature
from the fields of organization theory, political science and political psychology.
Findings – It is found, first, that at least four instances of “mainstream” theory and research more or
less share CMS assumptions; second, that CMS and “mainstream” may benefit from mutual contact
(using the example of the “power elite” discussion in the 1950s and 1960s); third, that CMS and
“mainstream” may benefit from “mainstream” operationalization of CMS-concepts (using the example
of the development of the F-scale in the 1930s and 1940s).
Originality/value – The paper ranks among the first to search for convergences between two fields
that seem firmly divided in both theoretical and institutional terms.
Keywords Critical management, Organizational theory, Management power
Paper type Conceptual paper
Introduction
Since the 1970s a field of organization studies has emerged that explicitly takes a
critical stance towards modern practices of management and organization and to
(what is constructed in this paper as) the “mainstream”[1] of scientific theory and
research on these practices (Grey and Willmott, 2005a). Given this dual purpose of
critiquing management and the studies thereof, this field has appropriately labeled
itself as critical management studies (CMS).
Although the field of CMS is not easily defined and demarcated, some common lines
of thought can be discerned. Put briefly, CMS scholars argue for a critical conception of
management “in which research is self-consciously motivated by an effort to discredit,
and ideally eliminate, forms of management and organization that have institutionalized
the opposition between the purposefulness of individuals and the seeming givenness
and narrow instrumentality of work-process relationships” (Alvesson and Willmott,
1992, p. 4). This givenness (or naturalness) of relationships needs to be critically
examined (or de-naturalized), because what is treated as natural or given often masks
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1934-8835.htm
The author thanks Jos Benders, Yvonne Benschop, Rene ten Bos, Hans Doorewaard,
Erik Poutsma, and the Editor and two anonymous reviewers for their critical (both with and
without capital C) and stimulating comments on earlier drafts of this paper.
IJOA
18,4
466
International Journal of
Organizational Analysis
Vol. 18 No. 4, 2010
pp. 466-478
q Emerald Group Publishing Limited
1934-88.
1. Traditional Approaches to Leaders’ Impact on OrganizationsSTatianaMajor22
1. Traditional Approaches to Leaders’ Impact on Organizations
Scores of research studies are built on the assumption that effective leadership is a key component essential for organizational success. From the battlefield to the boardroom, we are told, wins and losses are determined by decisions and behaviors of those who lead. The plethora of leadership-training programs may be an indicator that many perceive (or even assume) that there is a direct relationship between leaders and organization performance. In The Leadership Gap: Building Capacity for Competitive Advantage, Weiss and Molinaro (2005) established their premise by stating “leadership has become the primary source of competitive advantage in organizations around the world” (p. 4). These authors used case-study methods to reinforce the ideas that organizations’ lack of leadership capacity can be addressed through leadership development.
But both in research and organizations, there are those who challenge the “effective leadership = enhanced performance” supposition (Dihn, Lord, Gardner, Meuser, Liden, & Hu, 2014; Storey, 2010).
LePine, Zhang, Crawford, and Rich (2016) conducted a three-part study to test relationships among charismatic leadership, stress, and performance. Subjects were members of the United States Marine Corps. Findings suggested that charismatic leader behavior negated the negative effects of stressors on performance according to assessments by the leaders or their supervisors. And these authors found that high-level stressors were more positively viewed when charismatic leader behaviors were exhibited. However, the researchers discovered that charismatic leader behavior did not influence how Marines perceived stressors. An underlying assumption in LePine, Zhang, Crawford, and Rich’s (2016) research was that leaders do affect performance. The results, while not conclusive enough to reject the assumption, did open avenues for new dialogue and recommendations for further testing.
Dihn, Lord, Gardner, Meuser, Liden, and Hu (2014) suggested that the preponderance of research on leadership behaviors and traits may have led to assumptions about an overstated influence of the individual. In Module 1 we examined the evolution of leadership approaches from the early modern era to the postmodern era. We know that context—such as environment, capital, and goals—influences organizational design, structure, and management/leadership practices. We learned that a stable organization relies on controls to gain efficiency. Leader-centric thinking was readily accepted in the modern organization. And, research studies were designed around those assumptions, perhaps even reinforcing those assumptions.
More recently, organizations shifted structures, philosophies, and operating procedures to adapt to social, economic, political, and technological pressures. Even so, leadership researchers continued to outpace other scholars who investigated additional variables that might impact org ...
Chapter 5Cultural Approaches to Organizational Communication.docxketurahhazelhurst
Chapter 5:
Cultural Approaches to Organizational Communication
Introduction
Culture affects communication
Culture can create barriers that prevent us from understanding others
Ideologies and paradigms guide our thinking and impact our understanding of the world around us
Case Study: Avianca Flight 052
Avianca Flight 52 was flying from Columbia to New York
Due to poor weather, the flight had been repeatedly held up, leaving both pilots panicking about fuel levels
After Air Traffic Control again told them to wait, the pilots did not question the command
After running out of gas, the plane crashed, killing half of the passengers
What cultural dimensions may have influenced this event?
Defining Culture
The acquired learning of a group that gives its members a sense of who they are, of belonging, and works to make that group recognizably different from other groups
Organizational culture is very similar to traditional culture in that it provides a system of shared values, beliefs, and holds meaning to employees
Globalization and Culture
Globalization has a tremendous impact on the way we communicate between and within organizations
Geert Hofstede (2001) created a model of five dimensions that act as a broad framework for understanding the cultural differences between nations
Power distance
Individualism/collectivism
Uncertainty avoidance
Long-term vs. short-term orientation
Masculinity and femininity
Case Study: The New Job and Organizational Culture
Zeb served for five years as the branch manager of an established local bank
Zeb always adhered to the rules of operation that governed customer and employee expectations
Though satisfied with his job, Zeb took an opportunity to work at Google
Zeb was startled by the very different culture of Google’s expansive office complex, group lunches, opportunities for innovation and creativity, and flexible work hours
Why is a workplace like Google so appealing to many?
Organizational Culture
Defining organizational features of a company, that separates that company from others in terms of operations, employee relationships, and interorganizational behavior
Moving from one organization to another can prove difficult when the organizational cultures are vastly different
Substantial differences can cause culture shock in new employees
Work Environment
Characteristics of the work environment are dictated by organizational culture
Expectations of time
When does the business day begin and end?
How many hours and days of the week are expected?
Expectations for dress
What is appropriate for the workplace?
Expectations of communication behaviors
Southwest Airlines – fun and hard work
Critical Thinking Questions - Environment
What are the time expectations for your classes?
What are the dress expectations at your institution?
What are the behavioral expectations at your institution?
Organizational Commitment
Commitment to organizations is changing, as college students now average over ...
Leading Organizations of the Future: A New Framework.pdfOlivier Serrat
Leading Organizations of the Future: A New Framework (Serrat, 2023) shows how organizations can configure to requisite order with greater collective intelligence in an increasingly complex world.
Organizational Behavior: A Study on Managers, Employees, and TeamsMuhammad Tawakal Shah
In recent decades, there has been a tremendous shift in the structure and operation of organizations.
Advancements in technology and skill diversity have fostered a modern workplace of skill and workflow
interdependencies. Hence, for success in today’s business world, it is imperative for organizations to
understand the forces that impact team outcomes. This study on 100 managers from the same organization
shows that female managers have higher communication skills when compared to male managers,
but are also more influenced by group think. A total of 200 employees from this organization were also
studied and the results show that female employees contribute to team outcomes more than male
employees. Implications for researchers, managers, and human resource professionals are considered.
Theoretically, it is important to understand how and why teamwork affects people’s success in the
workplace. Practically, it is important for managers to know whether teamwork affects performance
because it proxies cohesiveness and synergy. The study presented in this article clearly suggests that
teamwork affects people’s careers and workplace interactions and therefore is worthy of continued
scholarly investigation.
Module 4 - BackgroundOrganizational Structure and CultureNote A.docxclairbycraft
Module 4 - Background
Organizational Structure and Culture
Note: All Background and Module Home materials are required unless designated as optional or general reference.
Organizational Structure and Design
The way an organization is designed and structured can have significant effects on its members and its ability to execute its strategy. In this module we will try to understand those effects and analyze the behavioral implications of different organizational designs.
An organizational structure defines how job tasks are formally divided, grouped, and coordinated. According to Robbins and Judge (2014) managers need to address six key elements when they design their organization’s structure:
Work specialization
—the extent to which activities are subdivided into separate jobs.
Departmentalization
—the basis on which jobs will be grouped together.
Chain of command
—the people to whom individuals and groups report.
Span of control
—the number of individuals that a manager can direct efficiently and effectively.
Centralization and decentralization
—the locus of decision-making authority.
Formalization
—the extent to which there will be rules and regulations to direct employees and managers.
A simple, but classical, classification of organizational designs focuses on
mechanistic
versus
organic
design. The mechanistic design is characterized by extensive departmentalization, high formalization, a limited information network, and centralization. The organic design is characterized by low formalization, flat hierarchy and the use of cross-hierarchical and cross-functional teams, free flow of information, and decentralization. Each design has advantages and disadvantages. For example, a mechanistic design is good for keeping the costs of standardized products or services down, but it inhibits innovation and creativity. Read this short summary comparing mechanistic and organic organizational structures:
Mechanistic vs. Organic Organizational Structure: Contingency Theory (2014) BusinessMate.Org
http://www.businessmate.org/Article.php?ArtikelId=44
A more sophisticated look at organizational structure considers the different ways that work is organized and coordinated to best fit the organization’s mission and objectives. Common forms are divisional structures, functional structures, team-based or process structures, and flexible structures. The key learning here is that the structure selected should match the organization’s strategy—or it will be very difficult for the organization to be successful.
The following reading explains these different structures, reviews their advantages and disadvantages, and suggests the strategic considerations for when each should be used. Though this article is on the older side, it is still right on target.
Anand, N. & Daft, R. L. (2007). What is the right organizational design? Organizational dynamics, 36, 329-344. retrieved from
http://faculty.cbpp.uaa.alaska.edu/afgjp/PADM610/What%20is%20the%20Right%20Organi ...
Improving leadership in higher education institutionsmejastudy
Improving leadership in Higher Education institutions:
a distributed perspective
Jitse D. J. van Ameijde Æ Patrick C. Nelson Æ Jon Billsberry Æ
Nathalie van Meurs
14Module Eight Communication, Socialization and Culture in Or.docxfelicidaddinwoodie
14
Module Eight: Communication, Socialization and Culture in Organizations
Objectives: Candidates will acquire knowledge of group communication and organizational patterns of communication (skill). They will learn to manage their professional activities better within an organizational context by improving their understanding of group dynamics (skill). They will recognize that group behavior is the medium for organizational culture and practice.
Key Concepts: Organization, organizational communication, communication flow, gatekeeper, communication networks, formal and informal communication, organizational culture, grapevine, subaltern, informational/cybernetic models of organizations, goal displacement, scientific management, Taylorism, fantasy themes, thick description, similes, subaltern,
Blackboard Discussion: Describe the informal network of information–grapevine–in your organization from the perspective of what gets communicated, to whom, when and for what reason? How important is the grapevine to your job? How is your professional identity shaped by the grapevine? Can you afford to ignore the grapevine in your school? (What are the positive and negative consequences if you do?) What impact does the information in the grapevine have on your classroom?
On-line Activities: Please read Becker, The Dehumanized World (found in Course Documents). What is his main point? (Hint: Consider the qualities of language discussed in week two of the course as well as the content of this week’s module.). More specifically, why is the concept of reification important to anyone who works in an organization. Why are we reading his work in this module on organizational communication and culture?
Assignment(s) for Week Eight: Find an example of a locally produced official document (policy, clarification of policy from your principal, memo to all staff from district, school newsletter, email from another teacher). Consider how this/these documents promote specific social, task or procedural norms. Examine how identities are constructed in the document (what are they saying about “who” you are. What are the overt and hidden assumptions regarding what management, teachers, students and parents are supposed to do (role expectations)?
Consider how they encourage or discourage a culture of civility by the report and command or content/relational messages given off.
Readings: Chapter 13, Informative Speaking, (pp. 396-415)
Introduction to Module Eight:
One of the objectives in this course according to the course description is that candidates will understand the dynamics of interpersonal communication in educational structures. For much of this course we have been exploring the interpersonal against the backdrop of the organizational, but we have not focused specifically on the organizational forms of communication, common to most institutions, such as schools. Probably every single one of us knows something about working in an organization. Most o ...
Running head ORGANIZATIONAL THEORY ANALYSIS REPORT1ORGANIZATIO.docxtoltonkendal
Running head: ORGANIZATIONAL THEORY ANALYSIS REPORT 1
ORGANIZATIONAL THEORY ANALYSIS REPORT 15M7 A2: LASA - Organizational Theory Analysis Report
B7438 Holistic Management in Organizations
Name
Argosy University, San Diego Campus
M7 A2: LASA - Organizational Theory Analysis Report
B7438 Holistic Management in Organizations
INTRODUCTION
The purpose of writing this assignment is to conduct a literature review of the Bolman and Deal model of four frameworks for leadership (1997) and also to analyze Celestial Corporation case. Organizations today are facing challenges and opportunities due to the constantly changing world of business (Padma & Nair, 2009). Meyer and Allen (1997) states that the biggest challenge for the researchers will be to determine how commitment is affected by the many changes such as increased global competition, re-engineering and downsizing that are occurring in the world of work. Bolman and Deal sifted through the complex theories and literature and combined with their own analyses, theories and experience devised a four-frame model as a way of understanding organizations and leadership within organizations (McCabe, 2003). The model’s design depends upon multi-frame thinking and application. Each frame is an important piece of an organization or organizational life. Bolman and Deal (2007) suggest that each individual has personal as well as preferred frames that they use for information gathering, making judgments and to explain behavior.
LITERATURE REVIEW
Four Frame Model
The Four Frames outlined by Bolman and Deal are: Structural, Human Resource, Political and Symbolic.
The Structural frame focuses on the architecture of the organization. The structural frame is a task-oriented frame, considered as more traditional approach to manage and design organizations. This approach is thought to be most useful when goals and information are clear, when cause-effect relations are well understood, when technologies are strong and there is little conflict, low ambiguity, low uncertainty, and a stable legitimate authority (Bolman & Deal, 2007).
The Human Resource (HR) frame is more about understanding people and their relationships. The HR frame examines the interplay between organizations and people (Zolner, 2010). This approach purports that organizations may be highly productive, creative and energizing places. The leader who operated from this perspective empowers people through participation and makes possible attempts to satisfy people’s need to do a job well.
The Political frame emphasizes power, competition, scarce resources; and sees organizations as jungles. The political leader should be able to deal with political reality of organizations.
The Symbolic frame assumes that humans will create and use symbols to make meaning out of chaos, clarity out of confusion and predictability out of mystery (Zolner, 2010). This frame focuses on meaning and faith. This context engages the heart and head of the members and it fo ...
Using these slides, I presented my paper titled "Institutional works in scholarly networks: A rapprochement between agency and structure" at the 2014 Academy of Management annual meeting. In the paper, I attempt to find an answer to the question: how noble ideas emerge in academia?
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MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...NelTorrente
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
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This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
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In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
MASS MEDIA STUDIES-835-CLASS XI Resource Material.pdf
Psu 2010 student conference beyond territory and turf
1. BEYOND TERRITORY AND TURF: A BOUNDARYLESS ADMINISTRATION FOR HIGHER EDUCATION Presenter Cavil Anderson PhD Candidate – WF ED Penn State University Date: March 16, 2010
2. 1. 1. Purpose 2. Purpose of Study 3. Conceptual Framework 4. Significance of study 5. Research question Sequence of the Presentation
3. - A variety of organizational forms and management structures to enhance communication, reduce risk, and control uncertainty - Unintended effects on organizational design, the job itself, various human resources planning, control and development systems, things such as physical barriers, offices, and also organizational culture (Cavaleri & Fearon, 1996, p. 154). Purpose
4. - Different departments acting in isolation or even in conflict with each other. - Incapable of replicating operations to create peak performance for the organization. - Assessing - patterns of disconnect according to Oshry (1995) - poor communication, duplication of work, internal competition, lack of synergy, and shortsighted solutions (p. 1). purpose…continue
5. - - further complicated by the focus component parts of an organization, such as processes, people, and technology within functional units. - Bryan and Joyce (2007) “one company governance model” cannot mobilize mind power, labor, and capital on an enterprise-wide basis (p. 63). - first decade of the century is behind us, In essence, the cultural context in higher education has changed but the management paradigm has not. purpose…continue
6. - The walls between departments continue to exist, decisions continue to be made at the top, and the structure of the organization remain hierarchical. - Emphasis on top-down planning and control repress innovation reduce the chances for an institution becoming a learning organization. purpose…continue
7. The permanency of these walls has led to the coining of the phrase silos or silo mentality, which for the purpose of this paper refers to: “where inside an organization there are separate departments which do not communicate with each other and are also actively trying to sabotage each other” (Garland, 2000, p. 1).These conditions are also thought of as the creation and function of an individual or of an organization’s culture. Definition….Silo’s
8. Something to consider…. The concept of a boundaryless organization – an institution without divisions or walls in higher education – is, according to Alfred and Rosevear (2000), a “fantasy” (p. 5).
9. 5). - widespread / inevitable, leaders opt for tweaking their organizations rather than transforming them (Bryan & Joyce, 2007, p. 42-43). - real cause of this dysfunction is systemic and predictable, according to Gharajedaghi (2006) will require a dual shift in paradigm. - Galbraith, Downey and Kates (2002) suggests that the need for a reconfigurable organization arises from the decline in the sustainability of competitive advantage (p7). continue…
10. - - Hoffman & Summers (2000) and Diamond (2002) list shrinking budgets and enrollment challenges, shifting demographics, technological advances and a greater demand for skills based education institutions. These forces acknowledge that the landscape is about to change. continue…
11. - growing demand for institutions to become joined-up. - This paper intends to argue against on the phenomenon of silos, or as it is also referred to as, departmental politics, divisional rivalry, or turf warfare(Lencione, 2006, p. 175) in favor of a “boundaryless” management and administration for higher education. - It is also important to point out that “boundaryless” should not be taken laterally. The purpose of this paper will therefore to investigate whether a boundaryless management and administration in higher education is practicable. Research focus
12. An example of an organizational chart for a university Rules Coordination Officerules@u.washington.eduModified: January 22, 2010
13. Several research questions will be asked to guide this study: 1) do institutions of higher learning think broadly about the interdependence of staff, customers, and beneficiaries? 2) To what extent do institutions search for solutions to break down traditional barriers that divide staff and distance the institution from customers? 3) How can the speed and efficiency of services between administrative departments be improved? Research Questions
16. The methodology for this paper will be a literature study evaluating “boundarylessness” at General Electric using the five component parts of Galbraith star model. Boundarylessness was developed at General Electric through the introduction of a process called “Work-Out” in 1989. The process “Work- Out” is based on the premise that “those closest to the work know it best”. Methodology
17. Proponents of boundarylessness belief that: 1. Vertical boundaries between levels and ranks of people, 2. Horizontal boundaries between functions and disciplines, 3. External boundaries between the organization and its suppliers, customers, and regulators and 4. Geographic boundaries between locations, cultures markets have stifled the flow of information and ideas among employees. Continue…
18. - The significance according to Linden (1994) and Parker (1994) is that the effort to provide a seamless experience for consumers may evoke a pleasant sense of déjà vu for many. - Organizations that move quickly, that provide variety, customization, and personal services are actually relearning something that once came naturally. - The assumption of this era is that boundarylessness proposes speed, flexibility, integration, and, innovation as opposed to size, role clarity, specialization and control associated with the previous era. Significance of the study
19. After collecting and analyzing the data, the researcher willdetermine if a boundaryless culture encourages high levels of transformational behavior (speed, efficiency and effectiveness, flexibility, integration, innovation, and cost savings). The implications may require deliberate changes in the structure and processes of an organization driven by institutional leadership. Data Analysis/Implications
20. Thank you… For information about the study, please contact: Cavil Anderson csa140@psu.edu 717 877 0144 Q & A Session
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