8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
1/44
FF3Efter bureaukratiet
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
2/44
Agenda
Praktiske oplysninger Lokale til FF resten af semester: SP202
Information om opgaver & eksamen
Gruppediskussion af case(Pause)
Organisationer som organismer
(Pause) Kommunikation i organiske organisationer
Nste uges holdundervisning
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
3/44
Opgaver
Gruppe (ca 3 personer)
5-7 ns
Eksamen
Individuel
10 ns
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
4/44
Gruppediskussion (5 min)
Lars Kolind
Kolinds hovedpointer? Relation til kursets emner/tekster?
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
5/44
Rd fra Kolind...
Pil strukturen ud af organisationenFormindsk antallet af managere
Skab en management struktur bestende afmedarbejdere, ikke hierarkier med faste ledere.
Opbyg evt. en kultur med mentorer.
bn op for uformel kommunikationVirksomheden br tage afstand fra alt der har
med formel kommunikation at gre Innovationer sker, nr folk mdes
skabe et milj, der inviterer til interaktion i de
flles fysiske rammer -bne kontorlandskaber
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
6/44
Gruppediskussion (5 min)
Lars Kolind: Theres absolutely no doubt that oral communication is 10 times more powerful, more
creative, quicker, and nicer than writing memos (p25).
Enig eller ej? Hvorfor/hvorfor ikke?
Fordele/ulemper ved mundtlig/skriftlig kommunikation?
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
7/44
Contradiction?
every piece of information, with very fewexceptions, is available to everybody, Mr.
Kolind says. Anyone can click on ourstrategic plan [in the computer] and see
what we intend to do to beat Siemens.(LaBarre, 1994:24)
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
8/44
Livet i et glashus
Christa BreumAmhj, Medarbejderens synliggrelse i den transparente organisation
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
9/44
According to Douglas McGregor
Proponents of Theory Xtypically assume that:
1. Work is inherentlydistasteful to most people,and theyll avoid it like theplague if they can
2. Most workers are
unambitious, dislikeresponsibility, and prefer tobe directed
3. Most people are neithercreative nor intelligent
4. Workers need externalmotivation be that thewhip or more pay
5. Most people must be closelycontrolled and often coercedto achieve organizationalobjectives
Proponents of Theory Y
typic
all
y assume that:1. To most/many people, workis as natural as play - if theconditions are favorable
2. Most workers are ambitious,want responsibility, andprefer to make their owndecisions
3. Creativity and intelligence isspread throughoutorganizations
4. Many workers are motivatedby internal forces - e.g. aneed for self-actualization
5. People can be self-directedand creative at work if
properly motivated
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
10/44
Classical management was only concerned withbehavior. What workers actually thought and felt wastheir own business, as long as they behaved as
management required them to. Contemporary gurus argue that Effective leaders treatthe business problems of today as problems thataffect each workers whole being theirminds,
bodies, hearts, and spirits (Eisenberg & Goodall,p256.)
What is being managed?
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
11/44
Pause
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
12/44
Organisationer som organismer
The majorcaninfluence the battle tothe extent that his headis able to direct themachinegunner's hand
(Herbert Simon)
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
13/44
Arter og omgivelserne
Vi finder forskellige arter af organisationeni forskellige miljer
Visse arter er bedre tilpasset de specifikkemiljforhold end andre
Som miljer ndres, forsvindergamlearter og nye arter dukker
Inden for forskellige arter aforganisationen, finder vi helt forskelligekommunikationmnstre
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
14/44
Arter og omgivelser
It is possible to identify different species of organization indifferent kinds of environments (Morgan, p33).
Bureaucracies
Project-basedorganizations
Adhocracies
Matrixorganizations
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
15/44
Visse arter er bedre tilpasset de specifikkemiljforhold end andre
Icebear parachutes into desert
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
16/44
Arter og omgivelser
Claim 1: Mechanistic forms of organization,characterized by hierarchical control, are more suited to
stable environments (Courtright et al)
Claim 2: Organic organizational forms, characterized bydispersed control, are more suited to unstable
conditions
Hvorfor? Er det sandt?
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
17/44
Output: Too little, too late.
Input: Unforseen/surprising event
Information processing:Time-consuming, prone todistortion, delays
Betts, R.K. (1981). Surprise Despite Warning:
Why SuddenAttacks Succeed. Political ScienceQuarterly, Vol. 95, No. 4., pp. 551-572.
Hvorfor bureaukratier ikke
fungerer i turbulente miljer ...
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
18/44
Er or ganiske organisationerndvendigvis bedre egnet til hurtigtskiftende miljer?
Hvorfor/hvorfor ikke?
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
19/44
Carzo, R. & Yanouzas, J.N. (1969) Effects of flatand tall organization structureAdministrative
Science Quarterly, 14(2), pp. 178-191.
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
20/44
Fayol on unity of command
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
21/44
Omgivelserne ndrer sig,gamle arter forsvinder
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
22/44
Nye arter opstr
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
23/44
Forsvindergamle arter som bureaukratiethelt, eller er de stadigvk derud?
Hvordan adskiller de nye arter sig fra degamle?
Er ny(ere) ensbetydende med bedre?
Hvad er ligheder og forskelle mhtkommunikation mnstre?
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
24/44
Der findes stadig bureaukratier, og fortalerefor bureakrati - ogs p CBS
Du Gay, P. (1994) Making up managers: Bureaucracy, Enterprise, andthe LiberalArt of Separation. The British Journal of Sociology, 45(4), pp. 655-674
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
25/44
vor an a s er e nye arter sig fra de gamle?
Mechanistic (Bureaucratic)
Prototype: bureaucracy
Fixed rules
HierarchyCentralization of decision-making
Managers issue orders, employeesexecute them
Specialization
Standardization
Works well in stable environments
Long chains of communication
Command style of communication
Organic (project, matrix)
Prototypes: matrix- & project
Flexible values (vrdibaseretledelse
Flat (fire middle-managers)Decentralization
Employees are participants,managers merely coaches
Multijobs
Innovation
Best suited to turbulent environents
Short chains
Consultative style of communication
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
26/44
Evolution = fremskridt?
http://www.imaginiz.com/provocative/meta
phors/models.html
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
27/44
Organisationer organismer
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
28/44
Pause
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
29/44
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
30/44
Mechanistic versus Organic organizations
Distinction goes (at least) back to Burns and Stalker (1961)
The central premise of those authors is that as rates ofenvironmental change vary, organizations need different
systems of control, information conveyance, and authorization(p773)
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
31/44
Two central claims
Claim 1: Mechanistic forms oforganization, characterized by hierarchicalcontrol, are more suited to stableenvironments
Claim 2: Organic organizational forms,characterized by dispersed control, are
more suited to unstable conditions Why? Are these claims true, to begin
with?
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
32/44
Kommunikationsmnstre i
mekanistiske organisationer1. Command style: Instructions, orders
Communication one-way, top-down2. High level ofconflict:
top management a court of appeal where
conflicting interests get resolved (p774).
Full metal jacket
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
33/44
Kommunikationsmnstre i
organiske organisationer1. Consultative approach: Absence of directs commands.
All knowledgeable contributors participate in decisionmaking;
managers offer options, listen, paraphrase, question,advise.
2. Discussion and negotiation
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
34/44
Andre aspekter af
kommunikation som pvirkes? Kort svar: ALT. cf implikationer af skift fra specialister i
siloer til multijobs i projektbaseredeorganisationer
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
35/44
Problematic conception of
communication?
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
36/44
Basic unit of analysis
Notwhat people do individually
Rather, focus on relations
interacts ... i.e. a sequence of two contiguousbehaviors (p777)
With each interact, relational message patternsemerge
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
37/44
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
38/44
Coding scheme (p778)
One-up: messages that attempt to defineor control a situation, e.g. orders andinstructions
One-down: requests and acceptances ofanothers definition of a situation
One-across: nondemanding,nonaccepting, leveling moves, e.g.elaborations and extensions of a previousmessage
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
39/44
Hypotheses
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
40/44
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
41/44
Reading for next week
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
42/44
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
43/44
Is Barkers text about
communication?Around March-April 1991, I began to notice that the waythe team members talked, both informallyand at teammeetings, had changed. They did not talk so much aboutthe importance of their teamwork values as they did aboutthe need to obeythe teams work norms. Team meetingsbegan to have a confrontational tone, and the newworkers attitudes and performance became open topicsfor team discussion. When the longer-tenured team
members saw someone not acting in accordance withtheir norms, such as not being willing to do whatever ittook for the team to be successful, they said somethingabout it. (Barker, p425).
8/7/2019 2011 IMK FF3 Kommunikation i Organiske Organisationer
44/44
My cubicle
Ineffectual middle management suck ups
Against positive thinking
Top Related