This document discusses how organizations can be viewed as theaters that stage performances for both internal and external audiences. It describes how organizational structures, processes, and activities often serve symbolic and ceremonial functions aimed at maintaining legitimacy and confidence, even if they do not achieve their intended practical outcomes. Organizations employ dramaturgical elements like structures, scripts, costumes, and meetings more to sustain an impression of rational management and address of problems, rather than to drive actual performance or problem-solving. Maintaining the right organizational "drama" reassures stakeholders and helps the organization conform to external expectations.
Uses the Symbolic Framework from Bolman & Deal (2013) to look at educational settings. This slide presentation is based on section Part 5-The Symbolic Frame on pages 243-301. It was presented before a class of doctoral students in educational leadership.
Four-Frame Model - Reframing OrganisationsPhil Vincent
Bolman & Deal identify four distinctive ‘frames’ from which people view their world - Structural, Human Resources, Political, and Symbolic.
Each frame comes with a range of concepts, metaphors and values which provide the scaffolding for organising raw experience of the world.
No one uses only one frame all the time, although people often show a preference for one or two frames.
An exposition of the four 'frames' or perspectives by which to evaluate and understand modern organisations. Bolman & Deal suggested that a more comprehensive understanding of modern organisations could be gained by viewing them from structural, human resources, political and symbolic (cultural) frames. The unique features of each frame are identified in this slideshow.
Uses the Symbolic Framework from Bolman & Deal (2013) to look at educational settings. This slide presentation is based on section Part 5-The Symbolic Frame on pages 243-301. It was presented before a class of doctoral students in educational leadership.
Four-Frame Model - Reframing OrganisationsPhil Vincent
Bolman & Deal identify four distinctive ‘frames’ from which people view their world - Structural, Human Resources, Political, and Symbolic.
Each frame comes with a range of concepts, metaphors and values which provide the scaffolding for organising raw experience of the world.
No one uses only one frame all the time, although people often show a preference for one or two frames.
An exposition of the four 'frames' or perspectives by which to evaluate and understand modern organisations. Bolman & Deal suggested that a more comprehensive understanding of modern organisations could be gained by viewing them from structural, human resources, political and symbolic (cultural) frames. The unique features of each frame are identified in this slideshow.
From Organizational to Community Creativity: Paragon Leadership & Creativity ...Tyler Pace
With the rise of massive scale, globally distributed creative communities, such as Deviant Art, Etsy, and Minecraft, the role of creative leadership in sociotechnical systems is worth investigating. This paper presents a case study of one strategy Etsy, one such online creative community, uses to articulate the creative dispositions of the community’s ex-emplar members: Featured Seller interviews. For this study, we report on a combined content analysis and close reading of Featured Seller interviews on Etsy.com, followed up with member check interviews. Our analysis highlights the demographics of featured sellers, the ways in they express their identities and creative processes, and how they posi-tion themselves within the broader Etsy community. Our findings demonstrate that Etsy’s administrators provide both a platform and scaffolding for community leaders to co-articulate with them the creative ideals they believe will strengthen the bonds of the Etsy community.
You are to take one or two of the artistic pieces that are na.docxhanneloremccaffery
You are to take one or two of the artistic pieces that are named below (or, you may find an equivalent artistic piece that also deals with similar issues of race) and: deconstruct it, critique it, compare it, analyze it, using the methodological tools of analyzing racism that we have learned through the readings and lectures...From among these are: White privilege, structural racism, Race as social construct, the racial contract, racial moral cognitive dysfunction/double standards of morality and empathy based on race, epistemology of forgetfulness...
The theories that we have dealt with are going to be the central piece. They are the lenses by which you will analyze the artistic pieces. You must refer back to our readings in depth to support your understanding of the theories.
The following are the art pieces:
Movies: Rosewood, Malcolm X, Twelve Years a Slave (something else of your choice)
Paintings: the murals found at the Church of the Advocate... (This church is within walking distance...to go see the pieces you need to call in...Find their number on the web)
Songs: either Brother Ali’s "The Travelers" or, "breaking dawn", Immortal techniques' "Third World" or “rich man's world" or, Wise intelligent's "Globe holders", or, Amir Sulaiman’s “Somalia”…
3-5 pages, 12 font, at least two sources, any style of citation is allowed...
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 a.
The Elements Of DramaThe elements of drama, by which d.docxmehek4
The Elements Of Drama
The elements of drama, by which dramatic
works can be analyzed and evaluated, can be
categorized into three major areas:
Literary elements
Technical elements
Performance elements
The Elements of Drama
Aristotle (384-322 BC) was a Greek philosopher whose
writings still influence us today. He was the first to write
about the essential elements of drama more than 2,000
years ago. While ideas have changed slightly over the
years, we still discuss Aristotle's list when talking about
what makes the best drama.
Aristotle
Aristotle considered these six things to be essential to good drama:
• Plot: This is what happens in the play. Plot refers to the action; the basic
storyline of the play.
• Theme: While plot refers to the action of the play, theme refers to the
meaning of the play. Theme is the main idea or lesson to be learned from
the play. In some cases, the theme of a play is obvious; other times it is
quite subtle.
• Characters: Characters are the people (sometimes animals or ideas)
portrayed by the actors in the play. It is the characters who move the action,
or plot, of the play forward.
• Dialogue: This refers to the words written by the playwright and spoken by
the characters in the play. The dialogue helps move the action of the play
along.
• Music/Rhythm: While music is often featured in drama, in this case
Aristotle was referring to the rhythm of the actors' voices as they speak.
• Spectacle: This refers to the visual elements of a play: sets, costumes,
special effects, etc. Spectacle is everything that the audience sees as they
watch the play.
Aristotle’s Six Elements of Drama
In the modern theater, this list has changed
slightly, although you will notice that many of
the elements remain the same. The list of
essential elements in modern theater is as
follows:
• Characters
• Plot
• Theme
• Dialogue
• Convention
• Genre
• Audience
The Modern Theater
The first four, character, plot, theme and dialogue remain the same, but the
following additions are now also considered essential elements of drama.
• Convention: These are the techniques and methods used by the playwright
and director to create the desired stylistic effect.
• Genre: Genre refers to the type of play. Some examples of different genres
include comedy, tragedy, mystery and historical play.
• Audience: This is the group of people who watch the play. Many
playwrights and actors consider the
audience to be the most important element
of drama, as all of the effort put in to
writing and producing a play is for the
enjoyment of the audience.
The Modern Theater
Literary Elements
There are six stages in a plot structure.
1. Initial incident: The event that “gets the story
going”
2. Preliminary event: Whatever takes place
BEFORE the action of the play that is directly
related to the play
3. Rising action: A series of events following the
initial ...
11Effective Communication in Education Module Six Small.docxhyacinthshackley2629
11
Effective Communication in Education
Module Six: Small Group Communication (“Rich Subject Matter”)
Objectives: Students will acquire knowledge regarding communication in groups, and be able to identify the characteristics of learning, growth, problem-solving and social groups (knowledge). Students will identity the roles they play in groups, develop their negotiation skills and strategies, and learn other productive ways of interacting in a group setting (skill). Students will understand how organizations hinder and facilitate social justice, and appreciate their roles in this process (dispositions).
Key Concepts: Small group, small group culture, norm, procedural norms, social norms, task norms, groupthink, learning, growth and problem-solving groups, emotional labor, communicative labor, technologized discourse.
Discussion: What procedural, social, task norms are evident in your school? What do these norms say about your school culture? How do they shape your organizational identity? Which norms would you be tempted to change, if you had the chance?
Activities: Self-test: View the clip of 12 Angry Men at: http://www.moviesbox.us/drama/12-angry-men-1957.html" http://www.moviesbox.us/drama/12-angry-men-1957.html. What functional and dysfunctional roles are played by the jurors, especially Jack Lemon? View the clip of Groupthink at: http://video.yahoo.com/video/play?vid=1078489327&fr=yfp-t-471" http://video.yahoo.com/video/play?vid=1078489327&fr=yfp-t-471.
Assignment(s) for Week Six:
Using table 8.2, in Adler, p. 273-275, identify the functional and dysfunctional roles played by teachers in your last group meeting. What did the teachers or group members do so that you assigned these labels? What role(s) did you play, and do you generally play in groups? What evidence can you provide to support your claim about your roles in groups? How do these norms contribute to the effectiveness and ineffectiveness of your group?
Readings: Adler, Chapter 8, The Nature of Groups Adler, and Chapter 13, Informative Speaking.
Introduction to Module Six
The study of group interactions is important facet of teacher socialization and the social construction of reality, because groups create definitions of the situation that are mutually binding, at least during the group interaction. A definition of the situation is a socially constructed understanding of the kind of interaction participants are having. The interactions between individuals, and then between groups create definitions and processes that eventually constitute the culture of the organization described in module eight. Recursive or repetitive interactions in organizations such as schools and businesses lead to the socialization of its members—members learn the formal and informal “norms, values and skills necessary for adopting a particular role and performing a particular function within the organization” (Cheney, 98). But as you probably know from your own experience, whate.
Introduction tothe Field ofOrganizational BehaviorChapte.docxmariuse18nolet
Introduction to
the Field of
Organizational Behavior
Chapter 1
1
OB Foundations
Distinct field around the 1940s
OB concepts discussed for more than 2,000 years
Some pivotal scholars before OB formed include:
Max Weber
Frederick Winslow Taylor
Elton Mayo
Chester Barnard
Mary Parker Follett
Chester Barnard
1-2
2
Why Study OB?
Satisfy the need to understand and predict behavior
Helps us to test personal theories
Influence behavior – get things done
OB improves an organization’s financial health
OB is for everyone (not just management)
1-3
3
Old Perspective of
Organizational Effectiveness
Goal oriented -- Effective firms achieve their stated objectives
No longer accepted as indicator of org effectiveness
Could set easy goals
Some goals too abstract to evaluate
Company might achieve wrong goals
1-4
4
Four Perspectives of Organizational Effectiveness
Stakeholder Perspective
High-Performance WP Perspective
Organizational Learning Perspective
Open Systems Perspective
NOTE: Need to consider all four perspectives when assessing a company’s effectiveness
1-5
5
Feedback
Feedback
Feedback
Feedback
Environment
1-6
Open Systems Perspective
6
Open Systems Perspective
Organizations are complex systems that “live” within (and depend upon) the external environment
Effective organizations
Maintain a close “fit” with changing conditions
Transform inputs to outputs efficiently and flexibly
Open systems perspective lays the foundation for the other three perspectives of organizational effectiveness
1-7
7
An organization’s capacity to acquire, share, use, and store valuable knowledge
Need to consider both stock and flow of knowledge
Stock: intellectual capital
Flow: org learning processes of acquisition, sharing, and use
1-8
Organizational Learning Perspective
8
Intellectual Capital
Relationship Capital
Value derived from satisfied customers, reliable suppliers, etc.
Structural Capital
Knowledge captured in systems and structures
Human
Capital
Knowledge that people possess and generate
1-9
9
Organizational Learning Processes
Applying knowledge to organizational processes in ways that improves the organization’s effectiveness
Distributing knowledge throughout the organization
Extracting information and ideas from its environment as well as through insight
KNOWLEDGE
ACQUISITION
KNOWLEDGE
SHARING
KNOWLEDGE
USE
Examples in practice
Hiring skilled staff
Posting case studies on intranet
Giving staff freedom to try out ideas
1-10
10
Organizational Memory
The storage and preservation of intellectual capital
Retain intellectual capital by:
Keeping knowledgeable employees
Transferring knowledge to others
Transferring human capital to structural capital
Successful companies also unlearn
1-11
11
High Performance Work Practices are internal systems and structures that are associated with successful companies
Employees are competitive advantage
Value of employees increased through specific practices.
Maximum bene.
CNAM – International Institute of ManagementMaster in Inte.docxvernettacrofts
CNAM – International Institute of Management
Master in International Management
Master 1
Organization Theory
Eric Hertzler
Senior Tenured Lecturer
Université Paris-Est Créteil
[email protected]
Introduction to Organizations
What DO YOU KNOW about Organization?
What is an organization?
What is NOT an organization?
Hospitals Families Schools
Professional associations, non profit organizations …
Businesses Social movements…
Stores Friendship cliques…
Companies Isolated individuals….
FactoriesStreet gangs…
What is an Organization?
A simple working definition:
Organizations are autonomous groups whose members
coordinate their behavior in order to accomplish shared
goals or to put out a product.
Examples Qualities
Organizations Companies, Schools,
voluntary associations,
Political parties
Roles, rules, goals,
recurring behaviors,
boundaries
Not Organizations Random collections of
persons, isolated
individuals
No rules, roles, goals,
pattern of recurrence, or
boundary
Ambiguous cases Street gangs, friendship
groups, social movements
Less clear roles, rules, and
goals, porous boundaries
and fluid participants
What is an Organization?
• Defining an Organization…
• Which of the following is REQUIRED in order to have an
organization?
☐Multiple people ☐A product that can be purchased
☐ Coordinated behavior ☐ An official name/logo
☐ A shared physical space
☐ A common goal or purpose
What is an Organization?
Defining an Organization…
Which of the following is REQUIRED in order to have an
organization?
Multiple people ☐A product that can be purchased
Coordinated behavior An official name/logo
☐ A shared physical space
A commmon goal or purpose
What is an Organization?
Organizations vary greatly.
• Size
• Market sector
• Social structure
• Environmental context
Organizational Problems and Reforms
• They are everywhere and complex => problems arise
• We feel compelled to reform organizations…
• But what shall we change?
Organizational Problems and Reforms
List of educational reforms at the IAE School of Management in 2015
1. Merging two master degrees in marketing
2. Developing AACSB accreditation
3. Developing Harvard Business School case studies
4. Generalizing the evaluation of teaching
5. Merging with the University of Marne-la-Vallée
6. Creating a governing board
7. Developing ‘aprenticeship’ in all master degrees
8. Developing a balance score-card of quality
9. Evaluating the research performance of professors
10. Developing on-line programs
11. Gaining autonomy from the Faculty of Economics and Management
12. Sharing all course materials between professors in management
Organizational Problems and Reforms
Which of the following best describes the issue of change in organizations (select all
that apply)
☐It is rare for an individual, group or society to attempt to change an organization in
meaningful ways. Once organizations are establish ...
CNAM – International Institute of ManagementMaster in Inte.docxmccormicknadine86
CNAM – International Institute of Management
Master in International Management
Master 1
Organization Theory
Eric Hertzler
Senior Tenured Lecturer
Université Paris-Est Créteil
[email protected]
Introduction to Organizations
What DO YOU KNOW about Organization?
What is an organization?
What is NOT an organization?
Hospitals Families Schools
Professional associations, non profit organizations …
Businesses Social movements…
Stores Friendship cliques…
Companies Isolated individuals….
FactoriesStreet gangs…
What is an Organization?
A simple working definition:
Organizations are autonomous groups whose members
coordinate their behavior in order to accomplish shared
goals or to put out a product.
Examples Qualities
Organizations Companies, Schools,
voluntary associations,
Political parties
Roles, rules, goals,
recurring behaviors,
boundaries
Not Organizations Random collections of
persons, isolated
individuals
No rules, roles, goals,
pattern of recurrence, or
boundary
Ambiguous cases Street gangs, friendship
groups, social movements
Less clear roles, rules, and
goals, porous boundaries
and fluid participants
What is an Organization?
• Defining an Organization…
• Which of the following is REQUIRED in order to have an
organization?
☐Multiple people ☐A product that can be purchased
☐ Coordinated behavior ☐ An official name/logo
☐ A shared physical space
☐ A common goal or purpose
What is an Organization?
Defining an Organization…
Which of the following is REQUIRED in order to have an
organization?
Multiple people ☐A product that can be purchased
Coordinated behavior An official name/logo
☐ A shared physical space
A commmon goal or purpose
What is an Organization?
Organizations vary greatly.
• Size
• Market sector
• Social structure
• Environmental context
Organizational Problems and Reforms
• They are everywhere and complex => problems arise
• We feel compelled to reform organizations…
• But what shall we change?
Organizational Problems and Reforms
List of educational reforms at the IAE School of Management in 2015
1. Merging two master degrees in marketing
2. Developing AACSB accreditation
3. Developing Harvard Business School case studies
4. Generalizing the evaluation of teaching
5. Merging with the University of Marne-la-Vallée
6. Creating a governing board
7. Developing ‘aprenticeship’ in all master degrees
8. Developing a balance score-card of quality
9. Evaluating the research performance of professors
10. Developing on-line programs
11. Gaining autonomy from the Faculty of Economics and Management
12. Sharing all course materials between professors in management
Organizational Problems and Reforms
Which of the following best describes the issue of change in organizations (select all
that apply)
☐It is rare for an individual, group or society to attempt to change an organization in
meaningful ways. Once organizations are establish ...
CNAM – International Institute of ManagementMaster in Inte.docxpickersgillkayne
CNAM – International Institute of Management
Master in International Management
Master 1
Organization Theory
Eric Hertzler
Senior Tenured Lecturer
Université Paris-Est Créteil
[email protected]
Introduction to Organizations
What DO YOU KNOW about Organization?
What is an organization?
What is NOT an organization?
Hospitals Families Schools
Professional associations, non profit organizations …
Businesses Social movements…
Stores Friendship cliques…
Companies Isolated individuals….
FactoriesStreet gangs…
What is an Organization?
A simple working definition:
Organizations are autonomous groups whose members
coordinate their behavior in order to accomplish shared
goals or to put out a product.
Examples Qualities
Organizations Companies, Schools,
voluntary associations,
Political parties
Roles, rules, goals,
recurring behaviors,
boundaries
Not Organizations Random collections of
persons, isolated
individuals
No rules, roles, goals,
pattern of recurrence, or
boundary
Ambiguous cases Street gangs, friendship
groups, social movements
Less clear roles, rules, and
goals, porous boundaries
and fluid participants
What is an Organization?
• Defining an Organization…
• Which of the following is REQUIRED in order to have an
organization?
☐Multiple people ☐A product that can be purchased
☐ Coordinated behavior ☐ An official name/logo
☐ A shared physical space
☐ A common goal or purpose
What is an Organization?
Defining an Organization…
Which of the following is REQUIRED in order to have an
organization?
Multiple people ☐A product that can be purchased
Coordinated behavior An official name/logo
☐ A shared physical space
A commmon goal or purpose
What is an Organization?
Organizations vary greatly.
• Size
• Market sector
• Social structure
• Environmental context
Organizational Problems and Reforms
• They are everywhere and complex => problems arise
• We feel compelled to reform organizations…
• But what shall we change?
Organizational Problems and Reforms
List of educational reforms at the IAE School of Management in 2015
1. Merging two master degrees in marketing
2. Developing AACSB accreditation
3. Developing Harvard Business School case studies
4. Generalizing the evaluation of teaching
5. Merging with the University of Marne-la-Vallée
6. Creating a governing board
7. Developing ‘aprenticeship’ in all master degrees
8. Developing a balance score-card of quality
9. Evaluating the research performance of professors
10. Developing on-line programs
11. Gaining autonomy from the Faculty of Economics and Management
12. Sharing all course materials between professors in management
Organizational Problems and Reforms
Which of the following best describes the issue of change in organizations (select all
that apply)
☐It is rare for an individual, group or society to attempt to change an organization in
meaningful ways. Once organizations are establish.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
2. Organization as Theater
Dramaturgical and Institutional Theory
DiMaggio and Powell, “The Iron Cage
Revisited…”
Organizational Structure as Theater
Organizational Process as Theater
3. Organizational Theater
Theater plays to both internal and external
audiences
A convincing dramaturgical performance
reassures external constituents, builds
confidence, keeps critics at bay
Drama may have happy endings (like Polaris
case) or tragedy (like Hurricane Katrina)
4. Dramaturgical and Institutional
Theory
Dramaturgical theory: internal focus (organizational
participants as players in a drama)
Institutional theory: external focus on how
organizations project images to external audiences
“Institutionalized organizations” focus more on
appearance than performance
When goals are ambiguous and performance hard to
measure (as in universities and many government
agencies), organizations maintain stakeholder support
by staging the right play, conforming to audience
expectations of how the organization should operate
5. DiMaggio and Powell, “The Iron Cage
Revisited…”
“Isomorphism” – process of becoming similar to other
organizations in the same “organizational field”
Coercive isomorphism – organizations become alike
because law, regulation or stakeholders pressure
them to do so
Mimetic isomorphism – organizations become more
alike by copying one another
Normative isomorphism – organizations employing
the same professionals become similar because the
professionals have similar values and ideas
6. Organizational Structure as
Theater
Structure as Stage design: an arrangement of lights,
props and costumes
Makes drama vivid and credible
Reflects and expresses current values and myths
Public schools reassure stakeholders if…
The building and grounds look like a school
Teachers are certified
Curriculum mirrors society’s expectations
Colleges judged by:
Age, endowment, beauty of campus
Faculty student ratio
Faculty with degrees from elite institutions
7. Organizational Process as Theater
Activities (meetings, planning, performance
appraisal, etc.) often fail to produce intended
outcomes, yet persist because they help
sustain organizational drama
Scripts and stage markings: cue actors what
to do and how to behave
Opportunities for self-expression and forums
for airing grievances
Reassure audiences that organization is well-
managed and important problems are being
addressed
8. Organizational Process as Theater (II)
Meetings as “Garbage cans”
Attract an unpredictable mix of problems
looking for solutions, solutions looking for
problems, and participants seeking
opportunities for self-expression
Planning as ceremony to maintain legitimacy
and reinforce participants’ bonds
Plans are symbols
Plans become games
Plans become excuses for interaction
Plans become advertisements
9. Organizational Process as Theater (III)
Evaluations
Often fail in intended goals of improving performance
and identifying strengths and weaknesses
Ceremony signals the organization is well-managed
and cares about performance improvement
Collective Bargaining
Public face: intense, dramatic contest
Private face: back-stage negotiation, collusion
Power
Exists in eye of beholder – you are powerful if others
think you are
May be attributed based on outcomes
10. Conclusion
Organizations judged by appearance
The right drama:
Provides a ceremonial stage
Reassures stakeholders
Maintains confidence and faith
Drama serves powerful symbolic functions
Engages actors in their performances
Builds excitement, hope, sense of momentum