22 Jun Overview of the course so you can see how the topic has to b
Overview of the course so you can see how the topic has to be answered and relate to the two metaphors that has to be used
This course investigates examines and critiques the diagnosis of problems and the design and implementation of programmes for employee and organizational development. Emphasis is placed on the integration of theoretical and experiential knowledge and the development of intervention skills as ways of understanding and responding to change in organizations. The purpose of this course is to provide students with an understanding of ways to ‘see organizations so that organizational, managerial and personal development interventions can be effectively developed and operationalized. Students will also develop the ability to analyze, diagnose, develop strategic interventions and implementation approaches to organizational problems.
1. To provide an understanding of ways of seeing and reading organizations.
2. To critically review approaches to organizational analysis and diagnosis.
3. To understand ways of intervening in organizations to facilitate change and development.
4. To develop the capability to see organizational issues from a number of perspectives with many possible ‘resolutions
This course shows us how to view organizations in a critical manner, especially from a management point of view. It allows us to understand different ways of looking at issues in organizations and develop strategic plans to deal with the problems and issues. The paper needs to talk about the major issue of the job market changing and the challenges that organizations will face in trying to find solutions when dealing with the different cultures, changes in organizational systems and different approaches in doing work.
The fact that the labour market is changing so drastically e.g. globalization of competition, technological advances, and changes in the demographic structure of the workforce, etc. organizations now have to change their business practices to adapt to these changes. Job opportunities will be enlarged with broader spans of control and more decision making discretion. This will require frequent horizontal and vertical communication to understand new strategic intents and to manage processes and new technologies. Employees will no longer wait for instructions from their manager, thus there has to be a whole change of management practices and systems so as to create a new culture of loyalty, and improve the organizations climate. Managers roles will now change from giving orders and being a disciplinarian to being a team leader and being able to motivate and inspire workers.
The topic is- How has the changing labor market affected organizations not only in Canada but globally, and what can organizations do to face these challenges?
Use this book and 7 other references
Morgan, G., Images of Organization, 3rd Edition, Sage Publishers and Berrett-Koehler Publishers, 2006.
You need to incorporate two metaphors from the book above into the paper.This is what the whole paper is about showing how the metaphors relate to the topic. All theories of organization and management are based on implicit metaphors that lead us to see, understand, and manage organizations in distinctive yet partial ways. The use of metaphor implies a way of thinking and seeing that pervade how we understand our world generally. We use metaphors whenever we attempt to understand one element of experience in terms of another. We look at different metaphors for thinking about the nature of organization. Collectively they show how we can use metaphors to generate a range of complimentary and competing insights about the nature of organizations and how they can be designed and managed.Thus it is necessary to relate to the topic two metaphors found in the book “Images of organization”. The lists of metaphors found in the book are:
Archetypical Metaphors for Organisations
Machines (Chap 2) – Efficiency, waste, maintenance, order, clockwork, cogs in a wheel, programmes, inputs and outputs, standardisation, production, measurement and control, design
Organisms (Chap 3) – Living systems, environmental conditions, adaptation, life cycles, recycling, needs, homeostasis, evolution, survival of the fittest, health, illness
Brains (Chap 4) – Learning, parallel information processing, distributed control, mindsets, intelligence, feedback, requisite variety, knowledge, networks
Cultures (Chap 5) – Society, values, beliefs, laws, ideology, rituals, diversity, traditions, history, service, shared vision and mission, understanding, qualities, families
Political Systems (Chap 6) – Interests and rights, power, hidden agendas and back room deals, authority, alliances, party-line, censorship, gatekeepers, leaders, conflict management
Psychic Prisons (Chap 7) – Conscious & unconscious processes, repression & regression, ego, denial, projection, coping & defence mechanisms, pain & pleasure principle, dysfunction, workaholics
Flux and Transformation (Chap 8) – Constant change, dynamic equilibrium, flow, self-organisation, systemic wisdom, attractors, chaos, complexity, butterfly effect, emergent properties, dialectics, paradox
Instruments of Domination (Chap 9) – Alienation, repression, imposing values, compliance, charisma, maintenance of power, force, exploitation, divide and rule, discrimination, corporate interest
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