Integrating Organization Theory:Integrating Organization Theory:A Realistic Theory of LeadershipA Realistic Theory of Leadership

MPA 8002

Organization Theory

Richard M. Jacobs, OSA, Ph.D.

Since the time of Francis Bacon Since the time of Francis Bacon (1561-1626)...(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

Organization is viewed as a product Organization is viewed as a product of an objective, scientific method...of an objective, scientific method...

where humans control conditions in order to reproduce existing knowledge and reduce anomalies

…by moving from defective forms of knowledge to more accurate forms

…by working within and replicating a tradition (i.e., functional theoryfunctional theory)

with the goal of increasing productivity

hypothesis

theory

tradition

a conjecture about

organizationa conceptual schema to be subjected to

further testing

culminating in a body of

knowledge

““To see what one knows”...To see what one knows”...

…and is used to analyze human beings and their conscious activities

For Kuhn (1986), this paradigm For Kuhn (1986), this paradigm proves somewhat problematic...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

…the movement from one form of self-understanding to another

…previously experienced mental operations and the dynamics that follow from them

an invitation to participate in discovering within oneself...

Substantively, inquiring into the issue is a more Substantively, inquiring into the issue is a more subjective endeavor (Lonergan, 1972)...subjective endeavor (Lonergan, 1972)...

…demonstrating the refined capacity to engage in intellectual work of managing and leading an organization on one’s own (i.e., substantive theorysubstantive theory)

…a matter of questioningquestioning

achieve insightinsight into the essential nature of organization

…a matter of thinkingthinking…a matter of formulatingformulating

““To know what one sees”...To know what one sees”...

…a matter of testingtesting…a matter of judgingjudging

…science → reason

Integrating…

…understanding → intellect…judgment → ethics

…one must investigate antecedents

to understand “organization”...

…envision precedents, the content of the subject (the leader as “investigator”)

…grapple with novelty in its context …render a decision about the

“right” thing to do

is an intellectual endeavor by which human beings attempt to achieve intelligent understanding about the ways human beings structure their conscious activities

Substantively, investigating a Substantively, investigating a human organization...human organization...

as this endeavor is fueled by a keen desire to improve the lot of humanity and civilization

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?

requires critically examining existing structures and processes

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

requires designing an organizational structure that takes into account its history, experience, and preferred future:

Substantively, leading human Substantively, leading human organizations requires...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?

Conceptualizing organizational Conceptualizing organizational leadership...leadership...

VISION MISSION

a preferred future

what ought to be

based upon factual data

the motivation

the opportunities

the challenges

VISION MISSION

PURPOSE

PURPOSE STRATEGY

a shared motive

with explicit values

formulate preferred scenario

explicating why we do what we do

define the “game plan”

STRATEGY GOALS

action-oriented, “smart” outcomes

frames subsequent decisions that will be made at lower levels of the organizational hierarchy

which implement the strategy the “what” to be

achieved

translate the organizational purpose and strategy into performance goals

S

M

A

R

T

short and specific

measurable and meaningful

ambitious yet attainable

realistic and reflect purpose

time specific with target dates

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

TOOLSPROJECTS

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 what they will be doing

TOOLS

PROJECTS

GOALS

PURPOSE

VISION

MISSION

STRATEGIES

TOOLS

PROJECTS

GOALS

TOOLS

PROJECTS

RESULTS

ANALYSIS

TOOLS

PROJECTS

GOALS

TOOLS

PROJECTS

GOALS

PROJECTS

GOALS

RESULTS

ANALYSIS

PROJECTS

GOALS

TOOLS

PROJECTS

GOALS

GOALS

STRATEGIES

GOALS

STRATEGIES

RESULTS

ANALYSIS

GOALS

STRATEGIES

TOOLS

PROJECTS

GOALS

PURPOSE

VISION

MISSION

STRATEGIES

regularize a system for individual and collective accountability, one that translates the organizational purpose, goals, and commitments into tangible achievements

All the while, leaders endeavor All the while, leaders endeavor to...to...

intra-organizational cohesion

adopt the “experimental mentality” associated with practice episodes: to retain what works, to discard what doesn’t, and to refine the structure as needed

flexibility

report back what is being learned through practice

honest and accurate feedback

verticalcoordination

lateral control

To avoid organizational To avoid organizational dysfunction...dysfunction...

The leader’s challenge is to integrate vertical coordination with lateral control

verticalcoordinationone focus:

...to integrate the various levels of the organization’s formal hierarchy

power

Tactics for vertical Tactics for vertical coordination...coordination...

rules and policies

planningand

control systems

legitimatereferentexpert

specify the conditions of work

performance controlaction planning

coercive

reward

lateralcontrola second focus:

…to balance the need for autonomy and responsibility at similar levels in the organization’s formal hierarchy

meetings

Tactics to exercise lateral Tactics to exercise lateral control...control...

opportunities for dialogue, feedback about operations, and the honest exchange of facts, insights, and learning

Meeting agendas should forge structural redesign that promises to improve organizational functioning not provide a forum to air personal grievances and interpersonal conflicts.

task forces

groupings of stakeholders representing diverse viewpoints

A task force is given a specific charge to integrate structures not to be mired in endless debate about current standard operating procedures.

coordinating roles engaging in

boundary spanning

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.

matrix structures

identifying critical linkages between divisions

Matrix structures identify and link otherwise disassociated divisions in the endeavor to eliminate inter-divisional conflict, confusion, and turf protection.

networks

individuals and groups focusing on a particular area of interest

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.

verticalcoordination

lateral control

Leaders need to be realisticrealistic...

While using these tactics to integrate...While using these tactics to integrate...

A realistic theory of leadership...A realistic theory of leadership...

the central issue confronting managers and leaders is that change notnot stability characterizes human organizations

Some of the significant changes impacting organizational functioning include:

information technology

organizational vision

environmentsize of organization

age of organization

core process

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

people

Because organizations are Because organizations are primarily human enterprises...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

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.

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.

The leadership challenge...The leadership challenge...

There is a sense in which the really tough questions about organizational issues reduce a leader to silence until that person can think about the relationship between the past and present and envision a pathway of change that will substantively improve the organization.

In this generation, then, all a leader can realistically hope to accomplish is to develop an interim organization, one that is substantively better because one’s insight into organizational issues offered the promise of a better way to achieve the organization’s purpose.

Or, to put it in another way, that the people in the organization and the organization itself are better off because the leader was was there.

This module has focused on...This module has focused on...

a realistic theory of leadership realistic theory of leadership for utilization in practice episodes

ReferencesReferences

DiBella, A. J., & Nevis, E. C. (1998). How organizations learn. San Francisco, CA: Jossey-Bass.

Kuhn, T. S. (1986). The structure of scientific revolutions (2nd ed.). New York: New American Library.

Lonergan, B. (1972). Method in theology. London: Darton, Longman, & Todd.