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The document discusses different organizational theories and paradigms including structural, human relations, political, cultural, and open systems approaches. It provides examples of how each theory views an organization, its assumptions, and implications for leadership and management. Key theorists discussed include Mary Parker Follett, Margaret Wheatley, and Peter Senge regarding open systems, power, and learning organizations.

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Organizational Theory Winter 2004 Gail Johnson
Organization ,[object Object],[object Object],[object Object]
Theory and Paradigms ,[object Object],[object Object],[object Object],[object Object]
Theory and Paradigms ,[object Object],[object Object],[object Object],[object Object]
Organizational Theology? ,[object Object],[object Object]
Theories as Frames: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Mindsets ,[object Object],[object Object],[object Object],[object Object],[object Object]
Guidelines for Leading Paradigm Shifts ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
Open Systems ,[object Object],[object Object],[object Object]
Systems Paradigm ,[object Object],[object Object],[object Object],[object Object],[object Object]
Wheatley: ,[object Object],[object Object]
Assumptions ,[object Object],[object Object],[object Object]
Assumptions ,[object Object],[object Object],[object Object],[object Object]
Environment Outputs Inputs Environment Goals Culture Behaviors Processes Technology Structure
Open Systems ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
GAO: ,[object Object],[object Object],[object Object],[object Object]
GAO: ,[object Object],[object Object],[object Object],[object Object]
GAO: ,[object Object],[object Object],[object Object],[object Object]
Colleges/Universities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Application: Senge’s Learning Organizations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Wheatley: ,[object Object],[object Object],[object Object]
Wheatley: ,[object Object]
Structural Paradigm ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Structural Paradigm ,[object Object],[object Object],[object Object],[object Object],[object Object]
Structural Assumptions: ,[object Object],[object Object],[object Object],[object Object],[object Object]
Structural Paradigm ,[object Object],[object Object],[object Object]
Structural Frame
Margaret Wheatley ,[object Object],[object Object]
Truth or Fiction? ,[object Object]
Bureaucracy Does Not Mean Government ,[object Object],[object Object],[object Object]
Meditation ,[object Object],[object Object]
Sabotage Exercise ,[object Object],[object Object],[object Object],[object Object]
Political Paradigm ,[object Object]
Political Paradigm ,[object Object],[object Object],[object Object],[object Object]
Political Paradigm ,[object Object],[object Object]
Political Paradigm ,[object Object],[object Object],[object Object]
Assumptions ,[object Object],[object Object],[object Object]
Power Assumptions ,[object Object],[object Object]
Power Assumptions ,[object Object],[object Object]
Political Paradigm ,[object Object],[object Object]
Human Side of Power ,[object Object],[object Object]
Human Side of Power ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Powerlessness ,[object Object]
Forms of politicking ,[object Object],[object Object],[object Object],[object Object],[object Object]
More malignant forms ,[object Object],[object Object],[object Object]
Ways to handle conflict ,[object Object],[object Object],[object Object],[object Object],[object Object]
Kritek: Masks of Manipulation ,[object Object],[object Object],[object Object],[object Object],[object Object]
Masks of Manipulation ,[object Object],[object Object],[object Object],[object Object]
Mary Parker Follett ,[object Object],[object Object],[object Object]
Follett: Dealing with Conflict ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Follett: Dealing with Conflict ,[object Object],[object Object],[object Object],[object Object],[object Object]
Follett: Dealing with Conflict ,[object Object],[object Object]
Follett: Obstacles to Integration ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Obstacles to Integration ,[object Object],[object Object],[object Object],[object Object]
Covey: Personal Influence ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Covey: Personal Influence ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Sources of Power ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exercise: ,[object Object],[object Object]
Human Relations Frame ,[object Object],[object Object],[object Object],[object Object]
Human Relations Assumptions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Human Relations ,[object Object],[object Object]
Chester Barnard ,[object Object],[object Object],[object Object],[object Object]
Incentives ,[object Object],[object Object]
Incentives ,[object Object]
Incentives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Maslow’s Hierarchy of Needs Self-Actualization Belonging Love Safety Esteem Physiological
Follett: Different Vision ,[object Object],[object Object],[object Object],[object Object]
Follett: Different Vision ,[object Object],[object Object]
Follett: Different Vision ,[object Object],[object Object]
Theory X and Theory Y ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Where is your organization? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Mary Says: ,[object Object],[object Object]
Mary Says: ,[object Object]
Peter Block ,[object Object]
Cultural Paradigm ,[object Object]
Cultural Paradigm ,[object Object],[object Object],[object Object]
Cultural Paradigm: Assumptions ,[object Object],[object Object],[object Object]
Cultural Paradigm: Assumptions ,[object Object]
Cultural Paradigm ,[object Object],[object Object]
Seidman: Agency culture and personality ,[object Object]
Seidman: Agency culture and personality ,[object Object]
Seidman: Agency culture and personality ,[object Object]
Seidman: Agency culture and personality ,[object Object]
Cultural Paradigm ,[object Object],[object Object],[object Object],[object Object]
Cultural Paradigm ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Cultural Paradigm ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Your Culture: Exercise ,[object Object],[object Object]
Your Culture: Exercise ,[object Object],[object Object]
Your Culture: Exercise ,[object Object],[object Object]
Your Culture: Exercise # 2 ,[object Object],[object Object],[object Object]
Humor ,[object Object],[object Object]
Clues to Organizational Culture ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Cultural Artifacts? ,[object Object],[object Object]
Twelve Lessons for Leaders of Culture Transformations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Twelve Lessons for Leaders of Culture Transformations ,[object Object],[object Object],[object Object],[object Object],[object Object]
Twelve Lessons for Leaders of Culture Transformations ,[object Object],[object Object],[object Object],[object Object],[object Object]
Working with Paradigms ,[object Object]
Structural Frame ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
From a structural paradigm: ,[object Object],[object Object],[object Object],[object Object]
From a structural paradigm: ,[object Object],[object Object]
Structural Frame ,[object Object],[object Object]
Political Frame ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
From a Political Frame ,[object Object],[object Object],[object Object]
The Political Frame ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Machiavelli: Views of Power ,[object Object],[object Object],[object Object],[object Object]
Bolman and Deal ,[object Object],[object Object]
Exercise ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exercise ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Organisational

  • 1. Organizational Theory Winter 2004 Gail Johnson
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