ORGL-505: Organizational Theory.
Pedagogical learning served as an introduction to the study of organizations allowing for synthesis and integration of major traditions in organizational theory. Emphasis was placed on theoretical concepts and practical applications so I was able to analyze and reflect upon the chaotic and constantly changing world of organizations. Course competencies 1) introduced me to the field of Organizational Theory teaching me how to think about organizations in the context of Bolman and Deal’s four frames and Gareth Morgan’s insight into the use of metaphor to describe organizations and how they can be designed and managed 2) learn how to view organizations from multiple frames and perspectives with an ability to apply the frames to interpret organizational behavior 3) challenged me to apply my knowledge of organizational theory to a collaborative group project with an intention of designing a real life intervention 4) an ability to apply the theories to my own organization while identifying areas of change that could improve my organization.
This course invited me to look through the lens of Bolman & Deal’s ‘Reframing Organizations’ to identify four different organizational frames of reference that influence organizational decision making: the structural frame, the human resource frame, the political frame and the symbolic frame. We were invited to look at and apply these frames to dialogue within class discussion. In many situations one particular situation invites us to look at the structure of a decision, it’s result on the individuals within an organization, the political undercurrent of a decision and it’s symbolism within individuals and organizations.
Part of our coursework included watching the film “Apollo 13”. Besides being an entertaining film, how often are we faced with organizational challenges where the pieces provided simply do not fit what is required for organizational efficiency? In one particular scene engineers had to come up with a solution to put ‘a round peg in a square hole’. This engaging YouTube version of the film highlights how we as organizational leaders often do not have the tools for every contingency and must use what is available to create and apply solutions.
Bolman, L. G., & Deal, T. E. (2008). Reframing organizations: Artistry, choice, and leadership. San Francisco: Jossey-Bass.
Collins, J. C. (2002). Good to great: Why some companies make the leap--and others don't. New York, NY: HarperBusiness.
Helgesen, S. (1995). The web of inclusion: A new architecture for building great organizations. New York: Currency/Doubleday.
Morgan, G. (2006). Images of organization. Thousand Oaks: Sage Publications.