The challenges of modern organizations require the objective perspective of managers as well as the brilliant flashes of vision wise leadership provides. We need more people in managerial roles who can find simplicity and order amid organizational confusion and chaos. We need versatile and flexible leaders who are artists as well as analysts, who can reframe experience to discover new issues and possibilities. We need managers who love their work, their organizations, and the people whose lives they affect. We need leaders and managers who appreciate management as a moral and ethical undertaking. We need leaders who combine hard-headed realism with passionate commitment to larger values and purposes. We hope to encourage and nurture such qualities and possibilities.
In this training course learn how to:
Making sense of organizations
Why Managers often misread situations. By using several famous cases (destruction of a Korean Airlines jet plane by the Soviet Air Force, the collapse of Enron, and a friendly-fire tragedy in the skies over Iraq in 1994) to show how managers’ everyday theories can lead to catastrophe. Learn about basic factors that make organizational life complicated, ambiguous, and unpredictable; discuss common fallacies in managerial thinking; and spell out criteria for more effective approaches to diagnosis and action.
Structural Framework of Organizations
Learn issues on what managers must consider in designing structure to fit an organization’s goals, tasks, and context. It shows why organizations need different structures in order to be effective in their unique environments. In addition, understand the major structural pathologies, pitfalls, and guidelines for aligning structures to situations, along with several cases illustrating successful structural change.
The Human Resource Framework of Organizations
Learn on how focus on the relationship and build a balance between organizations and human nature. It shows how a manager’s practices and assumptions about people can lead either to alienation and hostility or to commitment and high motivation. Moreover, engage in learning practices that build a more motivated and committed workforce—including participative management, job enrichment, self-managing workgroups, management of diversity, and organization development. Finally, your learning experience shall illustrate how managers create effective or ineffective relationships. It also discusses how group members can increase their effectiveness by attending to group process, including informal norms and roles, interpersonal conflict, leadership, and decision making.
The Political Framework of Organizations
Learn how to view organizations as arenas where individuals and groups compete to achieve their parochial interests in a world of conflicting perspectives, scarce resources, and struggles for power. By illustrating the influence of political dynamics in decision making you can feel the scarcity and diversity that lead to conflict, bargaining, and games of power that distinguishes constructive and destructive political dynamics.
The Symbolic Framework of Organizations
Learn in this course how “Organizational Culture and Symbols,” spells out basic symbolic elements in organizations: culture, myths, heroes, metaphors, stories, humour, play, rituals, and ceremonies. It defines organizational culture and shows its central role in shaping performance. In addition, understand deeply how organizations act as theatres to certain structures, activities, and events that serve as secular dramas, expressing our fears and joys, arousing our affect, and kindling our spirit. It also shows how organizational structures and processes, such as planning, evaluation, and decision making, are often more important for what they express than for what they accomplish.
Improvement of Leadership Practice
“Improving Leadership Practice,” focuses on the implications of the frames for central issues in managerial practice, including leadership, change, and ethics. In this course learn how managers can blend the frames to improve their effectiveness by looking at organizations as multiple realities and gives guidelines for aligning frames with situations. Moreover, understand leadership through “reframing leadership” by applying a group discussion on traditional views of leadership by summarizing and criticizing current knowledge on the characteristics of leaders.
