Integrating Organization Theory: A Realistic Theory of Leadership Practice

1. Integrating Organization Theory:A Realistic Theory of Leadership Practice MPA 8002 The Structure and Theory of Human Organization Richard M. Jacobs, OSA, Ph.D.

2. Since the time of Francis Bacon (1561-1626)... • an “organization” has been viewed as an achievement, a product of experimentation... …as people hypothesize about what constitutes “best practice” …and devote themselves to improving organizational functioning

3. Organization is viewed as a product of an objective, scientific method... • where humans control conditions in order to reproduce existing knowledge and reduce anomalies • with the goal of increasing productivity …by moving from defective forms of knowledge to more accurate forms …by working within and replicating a tradition (i.e., functional theory)

4. “To see what one knows”... a conjecture about organization hypothesis a conceptual schema to be subjected to further testing theory culminating in a body of knowledge tradition …and is used to analyze human beings and their conscious activities

5. For Kuhn (1986), this paradigm proves somewhat problematic... • the structure of organization constrains the ability for people to think beyond the mediated theories and tradition …as extant knowledge is duplicated and replicated …and unconstrained inquiry is stultified by disciplinary canons

6. Substantively, inquiring into organizational issues is a more subjective endeavor... • an invitation to participate in discovering within oneself... …previously experienced mental operations and the dynamics that follow from them …the movement from one form of self understanding to another …the capacity to engage in intellectual work on one’s own

7. “To know what one sees”... • achieveinsightinto the essential nature of organization …a matter of science …a matter of understanding …a matter of judgment

8. to understand “organization”... …one must investigate antecedents …envision precedents, the content of the subject (the investigator) …grapple with novelty in its context …render a decision about the “right” thing to do

9. Substantively, investigating a human organization... • is an intellectual endeavor by which human beings attempt to achieve intelligent understanding about the ways human beings structure their conscious activities • as this endeavor is fueled by a keen desire to improve the lot of humanity and civilization

10. requires critically examining existing structures and processes • How do things really work? • How did things come to be this way? • Gather factual data that support these matters. Do not rely on anecdotal information. • Rather than attempting to “reinvent the wheel,” how might elements of the present structure be used to foster organizational change?

11. requires designing an organizational structure that takes into account its history, experience, and preferred future: • formulate an organizational purpose that responds to an environmental demand, a perceived need, or an opportunity to be seized • mix expertise and generate healthy organizational tension by cross-fertilizing divisions • forge a common commitment to making “working” decisions for which members bear responsibility but, at the same time, are subject to re-assessment and change

12. Substantively, leading human organizations requires... • developing a comprehensive conception of the organization • What is its mission and vision? • What are its current strategies and goals? • What does its history say about the organization’s strengths and weaknesses? • What opportunities and threats are present?

13. Conceptualizing organizational leadership... VISION MISSION the motivation a preferred future the opportunities what ought to be the challenges based upon factual data

14. VISION MISSION PURPOSE

15. PURPOSE STRATEGY formulate preferred scenario a shared motive with explicit values a “roadmap” that specifies the “game plan” explicating why we do what we do

16. STRATEGY GOALS frames subsequent decisions that will be made at lower levels of the organizational hierarchy action-oriented, “smart” outcomes which implement the strategy the “what” to be achieved

17.  translate the organizational purpose and strategy into performance goals specific S measurable M ambitious yet attainable A realistic, reflect mission R time specific with target dates T

18. GOALS PROJECTS purposive actions by groups in practice episodes frame subsequent decision making by the various groups closest to the action where frequent decisions must be made the “how” we will do it

19. PROJECTS TOOLS • purposive activities by individuals (or groups) in practice • episodes actions and routines used in practice episodes to achieve desired outcomes the who will do and the what they will be doing

20. VISION GOALS MISSION PROJECTS PURPOSE TOOLS STRATEGIES

21. GOALS PROJECTS TOOLS

22. ANALYSIS PROJECTS TOOLS RESULTS

23. GOALS PROJECTS TOOLS

24. GOALS PROJECTS TOOLS

25. ANALYSIS GOALS PROJECTS RESULTS

26. GOALS PROJECTS

27. GOALS PROJECTS TOOLS

28. STRATEGIES GOALS

29. ANALYSIS STRATEGIES GOALS RESULTS

30. STRATEGIES GOALS

31. VISION GOALS MISSION PROJECTS PURPOSE TOOLS STRATEGIES

32. All the while, leaders endeavor to...  regularize a system for individual and collective accountability, one that translates the organizational purpose, goals, and commitments into tangible achievements The leadership objective: intra-organizational cohesion

33. adopt the “experimental mentality” associated with practice episodes: to retain what works, to discard what doesn’t, and to refine the structure as needed The leadership objective: flexibility

34.  report back what is being learned through practice The leadership objective: honest and accurate feedback

35. To avoid organizational dysfunction... • The leader’s challenge is to integrate vertical coordination with lateral control vertical coordination lateral control

36. one focus: vertical coordination ...to integrate the various levels of the organization’s formal hierarchy

37. Tactics for vertical coordination... coercive legitimate power referent expert reward specify the conditions of work rules and policies planning and control systems performance control action planning

38. a second focus: lateral control …to balance the need for autonomy and responsibility at similar levels in the organization’s formal hierarchy

39. Tactics to exercise lateral control... opportunities for dialogue, feedback about operations, and the honest exchange of facts, insights, and learning meetings Meeting agendas should forge structural redesign that promises to improve organizational functioning not provide a forum to air personal grievances and interpersonal conflicts.

40. groupings of stakeholders representing diverse viewpoints task forces A task force is given a specific charge to integrate structures not to be mired in endless debate about current standard operating procedures.

41. engaging in boundary spanning coordinating roles Boundary spanning enables workers to develop the cross-functional skills needed to coordinate work in a complex organization. This liberates both the organization and its members from co-dependency.

42. identifying critical linkages between divisions matrix structures Matrix structures identify and link otherwise disassociated divisions in the endeavor to eliminate inter-divisional conflict, confusion, and turf protection.

43. individuals and groups focusing on a particular area of interest networks Self-organizing networks provide the much needed cross-functionality and geographical diversity to spur creative thinking about organizational issues. However, networks are unwieldy, difficult to control, and offer no guarantees of positive outcomes.

44. While using these tactics to integrate... Leaders need to be realistic... vertical coordination lateral control

45. A realistic theory of leadership... • the central issue confronting managers and leaders is that change not stability characterizes human organizations

46. Some of the significant changes impacting organizational functioning include: size of organization environment age of organization organizational vision information technology core process

47. However, the single, most significant change impacting an organization is: people

48. Because organizations are primarily human enterprises... • leaders use “teams” to foster organizational learning (DiBella & Nevis, 1998) a small number of people possessing complementary skills committed to a common purpose, set of performance goals, and approach toward achieving them for which they hold themselves mutually accountable

49. change alters the clarity and stability of roles and relationships, creating confusion and chaos This requires leaders to be attentive to periodically realigning and renegotiating formal patterns and policies by resolving the issue.

50. The leadership challenge... The organization envisaged today remains to be perfected. Due to this generation’s lack of insight, most questions about organizational issues are very difficult, if not impossible, to answer fully.