CMS 313 Exam 2

Mechanized factories

Technical control: machines, assembly lines

critical approach foundations

Theorists view organiza/ons as sites of domina$on Metaphor of a baFleground or power struggle The goal of emancipa$on Achieving freedom, equality and autonomy within an ins/tu/on or society Begins with awareness & knowledge of differen/al treatment based on ideologies, assump/ons, tradi/ons Power is central to this perspec/ve

What is organizational culture?

a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid, and therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems.

prescriptive approach to culture

gear decisions to the needs of the customer

Which is consistent with prescriptive approaches to culture?

has

prescriptive approach criticisms 2

no single approach to success, treating culture as a thing. scholars do not use this approach

approaches to power 3

. Tradi$onal Approach Power based on posi/on 2. Symbological Approach Power based on communica/on, rela/onships 3. Radical-Cri$cal Approach Need to explore differences between surface structures vs. deep structures Race, gender, ethnicity

Critical approach (theorist)

1 societal process lead to imbalance of power 2 then leads to oppression 3 brings this into attention

resistance 3

Collec/ve Resistance Micro Resistance (subtle) Dialec/c of Control

clairs framing study

Accep+ng dominant interests Simple misunderstanding Reifica+on "It's just the way things are around here." Trivializa+on "She was just joking." Denota+ve hesitancy Public/Private issue "This is something I'll handle myself. This isn't a public issue. I don't want everyone to know my business."

What does the cultural emphasis focus our attention on in the study of organizations?

Allow us to look at qualities that make an organization what it is

Large service and info-processing organizations

Bureaucratic control

feminist theories

Challenge PATRIARCHAL assump+ons of organiza+onal life. Assume that women and men see/experience the world and communicate in it differently. Research topics include: • Framing of sexual harassment cases • Discourse at women-owned businesses • Stereotypical language • Dilemma of the professional 'body'

Team-based, knowledge and service enterprise

Concertive control

2 forms of org power

Control over means of produc$on Control over resources Job descrip/on, job structure Work rules, processes and technology Control of organiza$onal discourse What is openly talked about vs. what is not Ex.Paychecks-LillyLedbeFerFairPayActof2008 Framing of issues (how things are talked about) Ex.Corporate-framedrhetoricofright-sizingvsdownsizing Decision premises ex.Performance reviews presented as objec/ve process

power of the powerless

Exper/se Effortandinterest AFrac/veness Loca/onandposi/on Coali/ons Rules Culture

a) What are the components of Deal and Kennedy's "strong cultures?" (Better place to work, improving organizational and indy performance)

Four key components Values, are the beliefs and visions that members hold for an organization. (3M. Innovation) Heros are the individuals who came to exemplify an organization values; heros become known through the stories and myths of the org. (Bill Gates, microsoft) Rites and rituals are the ceremonies, org celebrates its values. (Companies of an innovation org develop a ritualistic way of rewarding new ides) (Award banquet) Cultural network, values are instituted and reinforced. (Formal, newsletters; informal, employees talking)

a) What does it mean to say that it's possible to see culture as something an organization has versus something an organization is? b) Which is consistent with prescriptive approaches to culture?

Has- having the right culture can make or break the org Has

Explain the indicators of organizational culture that we discussed.

Heros, Values, Artifacts, Communication rules, ritual ceremonies, stories, metaphors

Pluralistic Feminists

Hybrid/ Responsive to constraints

concertive control

Iden$fica$on: Percep/on of oneness or belonging to the organiza/on and is maintained by.. Discipline: Power is EMBEDDED in the system. Power shies from managers to teams through values and structures selected by the organiza/on.

How is the work of Deal and Kennedy similar to Peters and Waterman's work?

Identifying prevalent aspects in high performing companies PW- 62 orgs (Excellent cultures) identified themes. the big 8. (The importance of people) moving away from rational models of organizing. (Value engineering)

ideology 4

Interests of the few represented as interests of all Denies system contradic/ons Naturalizes current state as fixed Control through hegemony

What does it mean to say that an organization is a power struggle?

People have different levels of power.

Expert Power

Person A has power over Person B, because Person A has some exper/se that the other person needs but doesn't have (e.g., tech support, technical professionals).

Referent Power

Person A has power over Person B, because Person B wants to be like (wants to emulate) Person A (e.g., mentors, charisma/c leaders).

Reward Power

Person A has power over Person B, because they can give them some reward (pay, status, award) for B's compliance.

Coercive Power

Person A has power over Person B, because they can punish them in some way (e.g., poor work assignments, reloca/on, and demo/on).

Legi$mate Power

Person A has power over person B, because of an organiza/onal structure like a hierarchy.

Radical Feminists

Protest and organize new system outside the system

types of control 4

Simple - Direct Oversight Authoritarian exer/on on control Technical - Machinery/Technology Produc/vity tracking devices Bureaucra$c - Rules Follow required steps in process submit paperwork, etc Concer$ve - Team Reinforcing values of the team..But are they really teams values?

Political frame of reference (Emancipate) Unitary, pluralist, radical

Unitary - common goals (Conflict rare) Pluralist - many groups (Conflict positive) Radical - battlegrounds (Conflict, larger class struffles) classical - unitary systems and cultures - pluralist critical and feminist (sites of domination) - radical

Liberal Feminists

Work within the system

close relations to the customer

actions for the needs of the customer

simple form , lean staff

avoid complex structures and division of labor

four issues prescriptive

complicated, emergent not unitary, ambiguous

hands on, value driven

employes and managers have same core values/ productivity and performance.

Explain Schein's model of culture.

outer layers of onion, artifacts; most visible manifestation of culture. middle layer people group values, values held outward behavior (Basic assumptions)- unit or divid orgs smallest *3 assumptions, 2 values, 1 behavior artifacts (pg75)

productivity through people

positive, respectful relationships; management and employees

A bais for action

react quickly, no access time planning

Descriptive/constitutive

see culture as emerging values practices narratives and artifacts what it is

Standpoint Feminists

seek to recognize, understand and include marginalized groups • Purely communicational

stick to the knitting

stay focused on what they do best

autonomy

take risk, new ideas

loose tight

unity of purpose and diversity. innovation