Making Sense of Organizations
The power of reframing
Simple ideas, complex organizations
Differences
between management and leadership
Metaphor
and the four frames
Sources
of ambiguity in organizations
Basic/common
fallacies in organizational diagnosis
Frames
Reframing:
what is it?
Key concepts to understand Part 2
Chapter Three:
a.
Core assumptions
of the frame.
b. The common structural elements shared by all organizations, goals, boundaries,
levels of authority, communications systems, coordinating mechanisms,
distinctive roles, rules and procedures.
c. The two basic elements of organizational design and tension: differentiation and
integration
d. The fundamental issues managers need to consider in determining an appropriate
structure (size, core technology, environment, goals and strategy, information
technology, and work force).
e. McDonalds and Harvard: A Structural Odd Couple
f Basic
structural tensions
g.
h.
i.
Chapter Four
a. Differentiation vs.
integration: what is the dilemma?
b. Gaps vs overlaps,
c. Under use vs overload
d. Lack of clarity vs. lack of creativity
e. Too much autonomy v. too much centralization
f. Too loose vs. too tight
g. Diffuse authority vs. over-centralization
h. Goalless vs. goal bound
i. Irresponsible vs. unresponsive
j. Strengths and weaknesses of simple structure, machine bureaucracy, a
professional bureaucracy, divisional form, adhocracy
h. Restructuring: why, when and how;
outcomes
of reengineering
i. Helgeson's Web of Inclusion
j. Minzberg's five structural configurations
k. Why do you find Minzberg's Adhocracy form in diverse, freewheeling
environments.
Chapter Five
a. Structural features of
small groups;
high
performance teams
b. Microcosm of large organization
c. Impact of structure of groups
d. Group norms
e. Group process vs group content