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- Identify and briefly describe a complex practical problem. By "briefly describe" I mean no more than half a page.
- Practical problem: Does tenure of university professors create a culture where professors do not need to attend their students/courses to keep their jobs?
- Describe how the structural framework and underlying theories affect your understanding of the organizational causes of this complex practice problem.
- The purpose of this article is to use and apply the structural framework and related theories,NOto summarize the contents of these chapters. You can assume I've read and understood the book, so you don't have to tell me what I already know.
- Applications should be clearly identified with the components of each framework and associated with theorists/researchers.
- If possible, you can also make connections between the reading and other research and theorists. Whenever possible, do this to develop your historical, integrated, conceptual and theoretical understanding.
Your goal in this task is to be accurate and complete. Your writing should be clear and unambiguous. The reader should have no unanswered questions about his written work or what Bolman and Deal (2013) wrote about the structural framework and its relationship to other theorists and researchers.
The paper must:
- be free of typographical, grammatical and/or spelling errors,
- represent the high quality of thinking and writing expected of doctoral candidates,
- Use APA style (familiarize yourself with this style guide),
- have a title page, page numbers and a list of references based on the APA style manual.
Source:
Reframing Organizations: Art, Choice, and Leadership, Sixth Edition, Sixth Edition
Author(s):
First published: June 23, 2017 Printed ISBN: 9781119281818 | Online ISBN: 9781119281856 | DOI: 10.1002/9781119281856
WEBP02 05/25/2017 2:16:17 PM Page 43
THE SECOND PART
The structural structure
A framework is a coherent set of ideas or beliefs that form a prism or lens that allows you to more clearly see and understand what is happening in the world around you. In Part II, we embark on the first leg of a journey that will take us to four very different ways of making sense of life at work or elsewhere. Each box is presented in three chapters: one that introduces the basics and two that focus on important uses and extensions. We'll start with one of the oldest and most popular ways of thinking about organizations: structural structure.
If someone asked you to describe your organization, your workplace, your school, or even your family, what image would come to mind? One likely possibility is a traditional organizational chart: a series of boxes and lines representing job responsibilities and levels. The graph can be shaped like a pyramid, with a small number of managers at the top and a much larger number of employees at the bottom. Such a graphic is just one of many images that reflect the vision of the structure. The framework has its roots in traditional rational images, but goes much further to develop versatile and powerful ways of understanding social architecture and its implications.
We begin Chapter 3 with cases that contrast the structural features of racing teams, Amazon, and rescue efforts in the September 11, 2001 terrorist attacks in New York City. Next, we outline the basic assumptions of the structural view, focusing on two fundamental dimensions: the division of labor and the consequent coordination. We emphasize how structural design depends on a
Bolman, Lee G. and Terrence E. Deal. Organizational Restructuring: Art, Choice, and Leadership, John Wiley & Sons, Incorporated, 2017. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ucf/detail.action?docID=4883027. Erstellt von ucf am 2021-01-22 12:44:16.
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WEBP02 5/25/2017 2:16:18 PM Page 44
Circumstances of the organization, including its objectives, strategy, technology and environment. Furthermore, we show why hierarchically top-down controlled forms can work in simple and stable situations, but fail in more fluid and ambiguous situations.
In Chapter 4 we turn to issues of structural change and redesign. We describe underlying structural tensions, examine alternatives to be considered when new circumstances call for revision, and discuss the challenges of the restructuring process. We compare traditional org charts to the "Mintzberg Five," a more abstract representation of structural alternatives. We close the chapter with examples of successful structural changes.
Finally, in Chapter 5, we apply structural concepts to groups and teams. When teams fail, members often blame each other for problems due to design flaws rather than individual mistakes. We started Operation SEAL Team Six to track down Osama bin Laden. We examine structure options in five-person teams and compare baseball, football, and basketball games to show how the ideal structure depends on what a team is trying to do and under what conditions. We conclude by examining the architectural design of high-performance teams.
44 Reformulated Organizations
Bolman, Lee G. and Terrence E. Deal. Organizational Restructuring: Art, Choice, and Leadership, John Wiley & Sons, Incorporated, 2017. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ucf/detail.action?docID=4883027. Erstellt von ucf am 2021-01-22 12:44:16.
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WEBC03 05/25/2017 14:36:0 Page 45
3 chapters
Organize-se
Organizing is what you do before you do anything. So if you do, it's not a mess.
-A. A. Milne
Watching an eight-oar racing team glide down the Charles River is like watching a highly choreographed ballet company perform Swan Lake. Eight oars plunge into the water at a precise 90-degree angle to the rhythm of a helmsman
harmony. A collective “on the go” pull smoothly propels the tank forward
Eight oars stick out of the water at a perfectly vertical angle. if any rower
Just drown one of those punches or "get a crab", the shell is distracting.
Close coordination unites eight rowers to form a harmonious crew.
To an outside observer, it looks simple, a ballet that moves effortlessly. But structurally it is more complicated. All crew members must paddle smoothly and quickly. But people's expectations vary according to the seat they occupy. Bow seats one, two and three have the most potential to change the boat's direction, so they need to be able to pull off one perfect rowing stroke after another. The fourth, fifth and sixth rowers are the tallest and strongest on the boat. Often referred to as the "engine", they provide the ship's raw power. The helm in seat seven provides a conduit between the engine room and the "racing helm" in seat eight. The slam rower sits directly in front of the helmsman and paddles at the required speed and power, setting the pace and intensity for the other paddlers.
45
Bolman, Lee G. and Terrence E. Deal. Organizational Restructuring: Art, Choice, and Leadership, John Wiley & Sons, Incorporated, 2017. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ucf/detail.action?docID=4883027. Erstellt von ucf am 2021-01-22 12:44:16.
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WEBC03 05/25/2017 14:36:0 Page 46
The helmsman is responsible for steering the hull, but also acts as captain. Helmsmen vocally determine the speed and power of rowing strokes. They know their paddlers physically and psychologically and know how to inspire them to be their best. They also know the strengths and weaknesses of opponents. Before a race, the helmsman develops a strategy, but must be prepared to change it depending on the situation. A good manager is “quarterback, cheerleader and coach all rolled into one. He or she is a deep thinker, smart as a fox, inspiring and, in many cases, the toughest person on board” (Brown, 2014, p. 232).
Individual efforts are also integrated through the shared understanding that team performance transcends that of the individual. All rowers must optimize their strokes in favor of the boat. Coordination and collaboration between individuals of different statures and strengths ensures the beautiful, unified symphony that becomes a moving team. In manned racing competitions, structure is critical for peak performance.
Structure is equally critical in the largest organizations. One of the world's most admired CEOs, Jeff Bezos is passionate about the structure and processes of the company he founded, internet giant Amazon. Make the company's strategy clear. True to the family credo "The customer is always right", Bezos focuses on finding out what the customer wants and delivering it quickly and accurately. Its "metrics culture" serves Amazon's 250 million shoppers, not a quarter of a million employees.
Amazon tracks your performance against around 500 measurable goals; Nearly 80% are directly related to customer service. Even the smallest delay in loading a web page is closely monitored because Amazon has determined that ". . . A 0.01 second delay in page rendering can result in a 1% drop in client activity" (Anders , 2012). Supervisors measure and monitor employee performance and closely monitor behavior to see where steps or movements can be simplified to improve efficiency.
Amazon is a classic example of a sophisticated organizational structure: clear strategy, mission focus, clearly defined roles, and top-down coordination. Some employees complain about working conditions and the fast pace, many others find the pace exhilarating. Bezos makes it clear: the customer is number one. Period. Amazon started out as an online bookstore, but now sells just about anything that can be uploaded or downloaded. The company lost money many years after its creation in 1995. But it has been consistently profitable in recent years, and its 2015 annual report noted that it reached $100 billion in revenue faster than any other company in history (Amazon, 2015) .
The benefits of having the right structure are obvious under normal circumstances and even more so when organizational architecture faces unexpected crises. Remember the horror of 9/11 and the failure of coordination between the New York Police Department and Fire Department in dealing with the aftermath of the terrorist attacks on the World Trade Center. that day he saw
46 revamped organizations
Bolman, Lee G. and Terrence E. Deal. Organizational Restructuring: Art, Choice, and Leadership, John Wiley & Sons, Incorporated, 2017. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ucf/detail.action?docID=4883027. Erstellt von ucf am 2021-01-22 12:44:16.
taxes
about ig
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2 01
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How much
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which mop
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We are not
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FAQs
What are structural issues in education? ›
These structural and organizational issues include tracking, retention, standardized testing, curriculum, pedagogy, climate and physical structures, disciplinary policies, limited roles of teachers and limited family and community involvement.
What are examples of problems of Practice in education? ›The problem of practice is grounded in evidence such as data and dialogue. For example, a “hunch” that third-grade students are not applying what they are learning in math lessons is NOT grounded evidence.
Why is it important to have a structure within an educational organization? ›It allows teachers to create a framework for what they want their students to learn and how they should go about doing so. Without structure, it would be nearly impossible for educators to get through the day-to-day tasks that are required of them.
What are some social problems within educational institutions? ›Issues include but are not limited to poverty, achievement motivation, dropouts, homelessness, teen pregnancy and parenting, eating disorders, obsesity, child abuse, substance abuse, physical and mental abuse, gang violence, bullying, HIV/AIDS, and suicide.
What are examples of structural issues? ›- Cracks. Cracks in plaster, brickwork and stonework can just be superficial but they may also be a sign of more serious settlement issues – the home settling more on one side than the other. ...
- Sticking windows and doors. ...
- Bulging or leaning walls. ...
- Sagging roofs and roof leaks. ...
- Uneven floors.
Education
Structural inequality exists where poor children must attend public schools while rich children can attend private schools. Before the 1950s, school segregation was allowed by federal law. During that time, many girls were guided toward home economics rather than math, for example.