The cultures of Organisations
Edgar Schein created this amount of levels to analyse the culture of an organisation.
How many is 3?
The y- and x-axis on the managerial grid
Concern for people and concern for production
One of the sources of organisational learning.
Learn by doing
Hearing stories
Popular accounts
Being curious
The amount of principles within Bureaucracy.
15
Happens when you place too much faith in your own knowledge and opinions.
Overconfidence bias
The perspective that there can never be one, definitive culture within an organisation.
What is fragmented culture?
These two contradicting leadership styles motivate employees through money, or affection.
Transactional- and transformational leadership
The term for why organisational learning is an oxymoron.
The learning paradox.
This is an alternative name for managing scientifically
Taylorism (Scientific management)
The situation where team members do exert less effort then their peers.
Social loafing
A strong and commonly accepted homogenous culture.
What is integrated Culture
This theory states that followers act as initiators and inhibitors of managerial leadership
Leadership on Demand (Blom & Alvesson)
The definition of the two loops.
Single-loop learning means optimising skills, refining abilities and acquiring the knowledge necessary to achieve resolution of a problem that requires solving. a. For example, single-loop learning concerns acting according to the rules of a certain game. b. Other examples, increasing revenue and performance.
Double-loop learning means changing the frame of reference that normally guides behaviour. a. For example, double-loop learning involves learning what the actual rules of the game are and how they could be changed to make another game. b. Other examples, questions the business an organisation is in, its culture and strategies.
The theory with a web of rules.
Bureaucracy (Max Weber)
This refers to the anxiety and discomfort we experience when holding inconsistent and conflicting sets of cognitions
Cognitive dissonance
The two main points from Culture of innovation
1. "Kill your darlings" - Always renovate your existing idea and abandon old thoughts.
2. Use culture as a process in order to get new ideas from employees.
These two models are based on the idea that leadership emerges from situations.
Path-goal theory (actually a model) and situational leadership model
The reasoning behind "Technology of foolishness".
Act before you think, in order to stay innovative.
The theory of explaining events.
Sensemaking - "Sensemaking is the process through which individuals and groups explain novel, unexpected or confusing events"
Sets of cognitive constructs developing through social interactions that organize thoughts, feeling, and attention
Schemas
One aspect that boosts, and one aspect that hinders, the implementation of innovative culture.
Boosts:
- Bad results can incentivise the culture of innovation. Trial and error culture.
- If you want to be a leader in your industry you will need to think radically in order to beat the competition. (E.g. Google, tech unicorn)
Work culture of agile – embracing a completely different paradigm. It can be examples of setting up the work environment or changing architecture, like Google is campus and there is no classical JP. Morgan dominating each floor represents your level.
Hinders:
- Bureaucracy, because it inhibits innovation. See limitations of Max Weber Theory
- Success, if the company is already successful it might not see the point of a continuous innovation because what it is doing is already a thriving
Initiative
Inquiry
Advocacy
Decision Making
Conflict resolution
Resilience
Critique
The studies conducted in Chicago on the western electric plant from 1924-1932.
The hawthorne studies.
The theory's 5th principle is "When workers complain, it may be a manifestation of some more fundamental and psychologically located issue".
Human Relation Theory
The process of receiving, attending to, processing, storing, and using stimuli to understand and make sense of our world.
Perception.