T2 Project Management and other Theories
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The document discusses using projects to enable organizational change based on different models and theories of change. It asks teams to: 1) Discuss an assigned model/theory to understand it and briefly explain it to the group. 2) Consider how organizations could use projects within the context of these models/theories, and provide examples. 3) Discuss how culture and intercultural issues could arise in projects aimed at change, and how significant a role culture might play. The logic is to understand the theories, how organizations apply them to change, how projects could enable changes suggested by the theories, and where culture fits within strategies for change implemented through projects. Teams are asked to draw on personal
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I. Leading Change in Organizations
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Table for Multiple PerspectivesModernismCritical TheorySymbolic InterpretivismPostmodernismOntologyObjectivism - Reality is out there whether we know it or not.Objectivism - Reality is out there whether we know it or not.Subjectivism - We construct reality and agree upon it.Reality is an illusion created by discourses.EpistemologyPositivism - Knowledge is discovered through scientific measurements and tests.Subjectivist - Knowledge is tainted by dominant ideology (dominant ideology refers mostly to modernist theories)Interpretivism - Knowledge is discovered by the interpretation of meanings (relative to time, place, individuals)Discourses (especially modernist theories and concepts) create the illusion of knowledge.TheoryObjective truths that govern organizationsUnmasking the "real" truths that are hidden by modernist theories.Truths are relative and context specific (Depends on the meanings produced at different time, place and by different people)Rejection and Challenge to modernist theories. Provides alternative interpretations to modernist understanding of organizations.MethodologyQuantitative methods and Deductive ApproachQualitative methods and Inductive Approach (Focus on historical analysis and discourse analysis)Qualitative methods and Inductive Approach (Focus on Ethnography)Discourse Analysis and DeconstructionModernism: Discovers truths that govvern organizations. These truths that are scientifically derived are superior to commonsense andspeculations and act as universal laws that are applicable to all organizations.Symbolic Interpretivism: Questions the universal claim of modernist theories (truths). Instead, "truths" concerning organizations are sociallyconstructed and context-specific, dependent on time/place/individuals.Critical Theory: Exposes the ideological nature of modernist theories (truths). Modernist theories privileges the management/elites by espousingvalues that aligns with that of the management/elites. Aims to unmasks hidden truths of modernist organization theories.Postmodernism: Challenges the dominant position of modernist theories (truths) as objective knowledge. Aims to deconstruct the universalassumptions of these modernist theories (truths) and provide alternative discourses that give voice to the marginalized.
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Slide *
Organisational Culture
RMIT University
RMIT University
Slide *
Organisational Culture
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Review of course: Why are we doing this?
How can different perspectives help me in the future?
Introduce the concepts of culture, norms and values.
Discuss how these concepts relate to organisations.
Distinguish between contemporary theoretical approaches to organisational cultureModern Symbolic interpretiveCritical theoryPostmodern
RMIT University
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Hello,
I would like to talk to you today about entrepreneurs, culture, and entrepreneurial culture with regard to strategic management.
We have all heard these words before, but have we thought about them in reference to organizations and businesses?
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Topics for discussion
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What is organizational culture?
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Why is it important to know the difference?
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We will review the definition of an entrepreneur, the definition of organizational culture and the definition of entrepreneurial culture and discuss the differences between them.
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Introduction
Entrepreneur
- Culture
Entrepreneurship
Entrepreneurial culture
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Our course material has many references to entrepreneurs, entrepreneurship, and entrepreneurial culture.
It is important that we understand their different meanings before we read the material for the week. Once you get past the spelling, the rest is easy!
What is an entrepreneur?
The Webster (1988) dictionary describes an entrepreneur as “a person who organizes and manages a business undertaking, assuming the risk for the sake of profit” (p.454).
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Other thoughts about entrepreneurs
Inventions are important
Entrepreneurs are important
New ideas
New stores
New services
Inventors like Thomas Edison had an idea and created it. There are also many inventions that fail for some of the same reasons that businesses fail. There is lack of money and focus.
Entrepreneurs are no different. There is a new idea for business, for a product, for a store, or a service and then the entrepreneur makes it happen.
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Culture
The Webster (1988) dictionary describes culture as “the ideas, customs, skills, arts, etc. of a people or group, that are transferred, communicated, or passed along (p. 337).
Western culture
Eastern culture
Religious culture
Organizational culture
Culture is formally described in the dictionary as “the ideas, customs, skills, art of a group, that are transferred, communicated, or passed along”.
We have cultures based on our location, our heritage, our religion, our schools, and our business.
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The Question To Be Answered:
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Choose two of the four perspectives (
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(located on blackboard site):
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Please keep in mind that in all sections of your response you must move past description to analysis, this means providing answers to the why questions that emerge from your key statements.
Exploration of your argument:
In this section of the essay you need to accomplish two tasks.
First, you must explore the key perspectives showing how each perspective’s theoretical and metatheoretical approaches lead them to provide different insights into organisational culture.
Second, having demonstrated an understanding of the perspectives and their theoretical approaches to understanding organisational culture you then need to discuss how these understandings lead to different views on how best to manage or change organisational culture. In other words what does each of the perspectives have to say on this issue and why do they say it? What criticisms do they offer of each other and why?
You can address the above, two tasks sequentially; beginning with an exploration of the how and why of each of the chosen perspectives (ontology and epistemology), and second: an exploration of the positions advanced by two of the perspectives (modernist, symbolic interpretivist, critical theory and postmodernism) as they provide different advice to managers on how to go about changing or managing organisational culture. In your essay, you must consider at least two of the four perspectives.
An alternative structural approach is to integrate the exploration of the how and why of each perspective and how each provides different insights into .
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www.ccl.org/Transformations
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Webinar Series Archive is here: http://www.leadingeffectively.com/leadership-explorer/introductory-webinars-for-explorers-and-essentials/
Presentation CAST 5th Symposium Frederic Fovet
This document summarizes a presentation about addressing organizational pushback to scaling up Universal Design for Learning (UDL) initiatives. The presenter discusses how initial UDL projects gain momentum but implementation efforts often falter due to lack of strategic planning. An ecological analysis is proposed to examine all factors within an institution before developing an implementation plan tailored to that organization's specific context. Considering relationships, resources, culture and other variables can help navigate change management and avoid common pitfalls of top-down or one-size-fits-all approaches. Literature from other fields on strategic institutional development may provide useful frameworks to help scale up UDL in a sustainable way.
Last Name1Wu 1ENG 104 – Prof. KingLong” Essay 2.docx
Last Name1
Wu 1
ENG 104 – Prof. King
“Long” Essay 2 – Imagery and Metaphor
How do authors use imagery and/or metaphor to communicate additional key information about what’s happening in a story, without actually coming out and telling us?
These are the questions I want you to think about as you write your first essay. The first draft is due via Blackboard, no later than Monday, February 28, at11:59 pm. Here is the formal essay topic. Do not simply answer these questions in order, but they should be addressed somewhere in your essay. Make sure your essay “flows” nicely, organically, naturally:
Think of several of the stories we have read over the last few weeks. Imagery is very important in all of them, not just to describe the scene more clearly, but also to give the reader clues about what characters are thinking and feeling, or to give us an “emotional read” on a setting – what is the prevailing atmosphere or mood.
Consider AT LEAST THREE of the following stories, and discuss how what the protagonists of each see with their eyes gives the readers clues about their nature, personality, thoughts, fears, hopes, beliefs, or worries:
· “Never” by H.E. Bates
· “The Gift of the Magi” by O. Henry
· “The Story of an Hour” by Kate Chopin
· “A Worn Path” by Eudora Welty
You must have the following:
· A clear thesis statement
· 1200+ words
· Correct MLA formatting and typesetting, including a proper heading, header, and title
· Proper paragraphing, and at least 5 paragraphs
· Evidence/quotations in each section of your essay, clearly presented and carefully explained
· Proper citation of outside source(s), if you use any (not required in this essay)
Your essay must incorporate at least THREE of the following literary concepts and/or the following literary terms:
· Setting/set
· Imagery
· Protagonist/main character/title character
· Theme
· Metaphor
· Symbol(-ism)
LECTURE NOTES 112
Leadership in Organization (Part II)
I. Leading Change in Organizations
(a) Resistance to Change
One of the most important and difficult leadership responsibilities is to guide and facilitate the process of making a major change in an organization. People tend to resist major change in organizations for many reasons as follows: Lack of trust; belief that change is unnecessary; belief that the change is not feasible; economic threats; relative high cost; fear of personal failure; loss of status and power threat to values and ideals; and resentment of interference.
(b) Influencing Organization Culture
@ A major function of culture is to help us understand the environment and determine how to respond to it, thereby reducing anxiety, uncertainty, and confusion. The internal and external problems are closely interconnected, and organizations must deal with them simultaneously.
@ Ways to influence culture
Primary Ways
Secondary Ways
· Attention
· Reactions to crises
· Role modeling
· Allocation of rewards
· Criteria for selection and dismissal
· ...
Writing and Research Strategies
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Table for Multiple PerspectivesModernismCritical TheorySymbolic In.docx
Table for Multiple PerspectivesModernismCritical TheorySymbolic InterpretivismPostmodernismOntologyObjectivism - Reality is out there whether we know it or not.Objectivism - Reality is out there whether we know it or not.Subjectivism - We construct reality and agree upon it.Reality is an illusion created by discourses.EpistemologyPositivism - Knowledge is discovered through scientific measurements and tests.Subjectivist - Knowledge is tainted by dominant ideology (dominant ideology refers mostly to modernist theories)Interpretivism - Knowledge is discovered by the interpretation of meanings (relative to time, place, individuals)Discourses (especially modernist theories and concepts) create the illusion of knowledge.TheoryObjective truths that govern organizationsUnmasking the "real" truths that are hidden by modernist theories.Truths are relative and context specific (Depends on the meanings produced at different time, place and by different people)Rejection and Challenge to modernist theories. Provides alternative interpretations to modernist understanding of organizations.MethodologyQuantitative methods and Deductive ApproachQualitative methods and Inductive Approach (Focus on historical analysis and discourse analysis)Qualitative methods and Inductive Approach (Focus on Ethnography)Discourse Analysis and DeconstructionModernism: Discovers truths that govvern organizations. These truths that are scientifically derived are superior to commonsense andspeculations and act as universal laws that are applicable to all organizations.Symbolic Interpretivism: Questions the universal claim of modernist theories (truths). Instead, "truths" concerning organizations are sociallyconstructed and context-specific, dependent on time/place/individuals.Critical Theory: Exposes the ideological nature of modernist theories (truths). Modernist theories privileges the management/elites by espousingvalues that aligns with that of the management/elites. Aims to unmasks hidden truths of modernist organization theories.Postmodernism: Challenges the dominant position of modernist theories (truths) as objective knowledge. Aims to deconstruct the universalassumptions of these modernist theories (truths) and provide alternative discourses that give voice to the marginalized.
RMIT University
Slide *
Organisational Culture
RMIT University
RMIT University
Slide *
Organisational Culture
Objectives:Assignment One
Review of course: Why are we doing this?
How can different perspectives help me in the future?
Introduce the concepts of culture, norms and values.
Discuss how these concepts relate to organisations.
Distinguish between contemporary theoretical approaches to organisational cultureModern Symbolic interpretiveCritical theoryPostmodern
RMIT University
Assignment One
The Question To Be Answered:
'What managers most often want to know about their organization's culture is how to change it......But what is recommended to managers on the basis of cu ...
1. INOC Meeting - Dialogic Organization Development
This document discusses dialogic organization development. It provides frameworks and models for leading organizational change through emergent and dialogic processes rather than pre-defined programs. Key aspects discussed include enabling change through broad engagement, dispersing decision-making, introducing generative images to spark new conversations, and allowing change to emerge from small experiments rather than top-down directives. The document contrasts diagnostic and dialogic mindsets, and outlines premises and touchpoints of dialogic organization development such as increasing differentiation of perspectives before seeking coherence and embedding new elements through small actions and successes.
Entrepreneurs, Culture, and Entrepreneurial CultureM
Entrepreneurs, Culture, and Entrepreneurial Culture
Marlene E. Weaver, MBA
School of Business
Hello,
I would like to talk to you today about entrepreneurs, culture, and entrepreneurial culture with regard to strategic management.
We have all heard these words before, but have we thought about them in reference to organizations and businesses?
1
Topics for discussion
Introduction
What is an entrepreneur?
What is organizational culture?
What is entrepreneurial culture?
Why is it important to know the difference?
In this brief presentation we will review the formal definitions of these words and then we will relate those definitions to an organization.
We will review the definition of an entrepreneur, the definition of organizational culture and the definition of entrepreneurial culture and discuss the differences between them.
2
Introduction
Entrepreneur
- Culture
Entrepreneurship
Entrepreneurial culture
3
Our course material has many references to entrepreneurs, entrepreneurship, and entrepreneurial culture.
It is important that we understand their different meanings before we read the material for the week. Once you get past the spelling, the rest is easy!
What is an entrepreneur?
The Webster (1988) dictionary describes an entrepreneur as “a person who organizes and manages a business undertaking, assuming the risk for the sake of profit” (p.454).
How do we describe an entrepreneur?
- an inventor of a business
- a risk taker
When we think about the formal dictionary definition of an entrepreneur, “a person who organizes and manages a business, assuming risk for the sake of profit” we think about the man down the street who just invested his life savings in to a dog training business.
He had an idea for a business venture and set it up hoping to be successful.
4
Other thoughts about entrepreneurs
Inventions are important
Entrepreneurs are important
New ideas
New stores
New services
Inventors like Thomas Edison had an idea and created it. There are also many inventions that fail for some of the same reasons that businesses fail. There is lack of money and focus.
Entrepreneurs are no different. There is a new idea for business, for a product, for a store, or a service and then the entrepreneur makes it happen.
5
Culture
The Webster (1988) dictionary describes culture as “the ideas, customs, skills, arts, etc. of a people or group, that are transferred, communicated, or passed along (p. 337).
Western culture
Eastern culture
Religious culture
Organizational culture
Culture is formally described in the dictionary as “the ideas, customs, skills, art of a group, that are transferred, communicated, or passed along”.
We have cultures based on our location, our heritage, our religion, our schools, and our business.
6
Organizational Culture
- Dess, Lumpkin and Eisner (2010) describe organizational culture as “ a system of shared values and beliefs that shape ...
A 21st Century Jobs, Innovation & Leadership Lab
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Idean-Design-Leadership-Framework
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IdeaManagementOutlineandpaper (4)
This document provides an overview and outline of an undergraduate thesis exploring the concept of a "Design Directed Organization" and "Management by Design." The thesis will first compare technical definitions of management and design to show their relatedness. It will then briefly discuss the history of project and operational management models. The thesis will also examine design process models and common misconceptions about design. Several case studies of successful design-driven companies will be analyzed to identify key characteristics. Finally, the thesis will provide steps for an organization to transition to becoming design-directed, concluding that employing design strategy and thinking at all levels can improve an organization's growth and progress.
Organisational Culture
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Organisational Culture".
Change Management Presentation Helsinki
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T2 Project Management and other Theories
- 1. TASK 2. Projects as enablers of Change In your teams of three, consider the attached / following models / theories (as assigned to your team) which seek to explain or represent certain aspects of or directions of organisational change….. then:- 1. Discuss the model / theory with a view to understanding it sufficiently to be able to briefly explain it to the group as a whole. 2. Consider where organisations might see ‘projects’ playing a role in these contexts – give some examples of some projects you could well see an organisation (real or hypothetical) setting up. 3. Also give thought to quite where the issue of ‘culture’ / ‘interculture’ may potentially arise in projects which seek to introduce change into a system……. How significant do you feel such cultural issues regarding projects as enablers of change might be? So the logic is…. • Understand the theories / models • How do organisations use them and what do they have to do with change? • How might a project be ‘slotted in’ if a company was looking at these theories and models and thinking what changes it might like to make / or are necessitated? • Where does / might culture / interculture fit in all this mix of strategy, change and projects? NOW, review your ‘model’ and be prepared to explain it to the audience and address the questions above. Giving examples from your personal / professional life or from your knowledge of Project Management, Change Management, Strategic Management, HRM etc….. will be expected….. PS. Before you say ‘I haven’t managed any projects’: isn't MICAI a ‘project’ for you?…. Is moving house? Is planning your wedding?….. You already KNOW this stuff!!!
- 2. Jolley 1988 Michael Porter’s 5 Forces & Generic Strategies Igor Ansoff: Growth Vector Matrix Everett Rogers: Diffusion of Kurt Lewin’s Force Field Analysis Innovations