-
Set of flashcards Details
| Flashcards | 72 |
|---|---|
| Language | Deutsch |
| Category | Quizzie |
| Level | Other |
| Created / Updated | 26.05.2019 / 09.06.2019 |
| Weblink |
https://card2brain.ch/box/20190526_ot_teil_2
|
| Embed |
<iframe src="https://card2brain.ch/box/20190526_ot_teil_2/embed" width="780" height="150" scrolling="no" frameborder="0"></iframe>
|
Structure of the Argument
Survival of organizations
Organizations, which include in their formal structure social legitimated and rationalized elements, maximize their legitimacy, ensure the flow of resources and so improve their survivability.
Conformity with Institutions and Institutional Decoupling: Solutions (5)
Conflict between Institutions and Institution and Efficiency
- Rejecting institutional requirements
- Rigid conformity with institutionalized prescriptions
- Cynical acknowledgement of structures being inconsistent with work requirements
- Promising reforms
- Decoupling of formal structure and activities
Concept of Decoupling
Process of Decoupling
- Goals are left ambiguous or vacuous
- Categorical ends are substituted by technical ends
- Data on technical performance are eliminated or redered invisible
- Informal coordination
- Important: the "appropriate" vocabulary
Logic of confidence and good faith
- General faith as long as institutions are formally complied with
- "Consideration of face"
- Tactics: avoidance, discretion, overlooking
8.3 Institutional Isomorphism
-
Organizational field
Organizations that constitute the relevant environment and therefore the frame of reference for the organizations to be investigated
e.g. competitors, key suppliers, resource and product consumers, regulatory agencies, organizations providing similar products or services)
Institutional Isomorphism
Convergence processes between organizations within an institutional field
Three Mechanisms of Isomorphism
1. Coercive isomorphism (by force): as a result of politically motivated pressure → Law
2. Mimetic isomorphism: as a result of responses to uncertainty and ambiguity → M-form
3. Normative isomorphism: as a result of professionalization → Incentive plans
8.4 Empirical Studies
-
Institutional Pressure or Technical Efficiency?
+ Institutional pressure (large vs. small organizations)
+ Technical efficiency (large-scale vs. customized production)
higher likelihood of adoption
8.5 Critical Appraisal
-
Importance of the Theory (4)
- Discovery of the relevance of social institutions for organizations
- Re-discovery of legitimacy as central criterion besides efficiency
- New perspective on rationality
- Fruitful approach for cross-country comparisons
Critique (3)
- Organizations are treated as passive with regard to institutional requirements
- Change of institutions is not explained (just initial stages)
- Effects of power are hardly mentioned
Summary: New Institutionalism as Organization Theory
Module 9: Managerial and Organizational Cognition
-
9.1 Managerial Cognition and Enactment
-
Organizational Behavior as Driven by Cognition
Managerial Cognition as Enactment
Enactment: When people act they bring structures and events into existence and set them in action (= generate new data and change the environment, have an impact on Scanning and Interpretation again)
9.2 Organizations as Interpretation Systems
-
Basic Assumptions About Organizational Interpretation (4)
Organizational Interpretation: the process of translating events and developing shared understanding and conceptual shcemes among members of upper management
1. Organizations are open social systems that process information from the environment
2. Organizations have cognitive systems and memories
- preservation of knowledge, mental maps, norms and values
- thread of coherence among managers in interpretation
3. Strategic-level managers formulate the organization's interpretation
4. Organizations differ systematically in the mode by which they interpret the environment
Four Modes of Organizational Interpretation Modes
- Undirectied Viewing
- Enacting
- Conditionend Viewing
- Discovering
1. Undirected Viewing
Organizational Intrusiveness: Passive
Assumptions about Environment: Unanalyzable
Interpretation mode
- Passive information gathering (non-routines, random data)
- Constrained understanding (random)
Strategy formulation
- Reactor
2. Enacting
Organizational Intusiveness: Active
Assumptions about Environment: Unanalyzable
Interpretation mode:
- Active enactment (experimentation, testing, learning by doing)
- Constructed reality
Strategy formulation
- Prospector
3. Conditioned Viewing
Organizational Intusiveness: Passive
Assumptions about Environment: Analyzable
Interpretation mode:
- Passive detection (routine data)
- Constrained understanding (systematic)
Strategy formulation
- Defender
4. Discovering
Organizational Intusiveness: Active
Assumptions about Environment: Analyzable
Interpretation mode:
- Active detection (systematic search)
- Comprehensive understanding
Strategy formulation
- Analyzer
9.3 Critical Appraisal
-
Significance of the Theory (3)
- Introducing micro-mechanisms of how organizations enact their environments
- Drawing attention to the role of top managers
- Emphasis on the meaning aspects of organizations rather than "objective" facts
Critique of Managerial and Organizational Cognition (3)
- Difficulty of operationalizing key concepts (i.e. difficult to observe cognition)
- Neglect of the important aspects of power
- Unclear about the concept of organization
Summary: Managerial and Organizational Cognition as Organization Theory
Module 10: Critical Management Studies
-
Important Representatives of Management Theory (6)
- Hugh Willmott
- Mats Alvesson
- David Knights
- Chris Grey
- Glenn Morgan
- Martin Parker
- Andreas Scherer
10.1 The Critical Approach (starting with the Frankfurt School)
-
Frankfurt School
3 persons
- Theodor W. Adorno
- Max Horkheimer
- Jürgen Habermas
"We have the capacity to turn the world into hell, and we are well on the way to doing so"
Reflection on the Role of Research (2)
- How does research contribute to our view on reality?
- What is the purpose of research?
Research Contributes to the Social Construction of Reality
Reality is a result of social construction
Historical Conditions -> Scientific Knowledge and Methods <- Cultural Conditions
Conclustion: Social science cannot produce objective, value-free knowledge of social reality
Habermas's Categorization of Research Interests (3)
- Technical
- Practical
- Emancipatory
1. Technical
Purpose: Enhance prediction and control
Focus: Identification and manipulation of variables
Example: Contingency Theory
2. Practical
Purpose: Improve understanding
Focus: Interpretation of symbolic communication
Example: Sociological Institutionalism
3. Emancipatory
Purpose: Development of better social institutions and relations
Focus: Exposure of domination and exploitation
Example: Critical Management Studies
Critique of Existing Theories
Reproducing the Status Quo ("Social Status Quo")
