MGMT 110 Lecture Notes - Lecture 1: Organism, Sensemaking, Managerialism
Week 1: Managing and Organisations
Learning Objectives
- After completing this topic, you will be able to:
o Appreciate what is meant by the term management and organisation and some metaphors
for both
o Understand why individuals and groups within organisations can be a challenge to manage
and that managing is a difficult job to do as well
o Explain some key dimensions of organisations
o Explain what sensemaking is and why it is important for managing
Sensemaking
- Sensemaking:
o Ongoing
o Retrospective
o Plausible
o Images
o Rationalise
o People
o Doing
- Organisations involve multiple sources of sensemaking (e.g. unionism, managerialism)
o It is underpinned by ideology (beliefs, attitudes and opinions)
o It shapes what is taken to be rational
o Multiple sources=Multiple rationalities
Management
- Etymology of the term
o Manus=hand
o Maneggiare=to handle or train horses
- Management is:
o The process of communicating, coordinating, and accomplishing actions in the pursuit of
organisational objectives
o The process of managing relationships with stakeholders, technologies, and other artefacts
both within and between organisations
- Managing refers to things we do and say as managers
o Handling, directing, controlling, exercising a skill in executive ability
o The acts done by a person (manager) in charge of controlling and directing the affairs of a
business, institution, or agency
- The manager:
o Discharges the functions of managing (planning, controlling, coordinating, and directing)
o Is rational in that he/she systematically applies techniques that seek to achieve goals
Management Metaphors
- Manager as coach
- Manager as architect
- Manager as conductor
- Manager as referee
- Manager as politician
- Manager as jailor
Organisation
- “A systematically arranged framework relating people things, knowledge, and technologies, in
a design intended to achieve specific goals” Clegg et al (2011)
- Characteristics of rational organisations:
o Purpose, objectives, and goals
o Sites of action, practice, and experience
o Structural design, formal roles, and responsibilities
o Change is normal
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Document Summary
Sensemaking: ongoing, retrospective, plausible, images, rationalise, people, doing. Organisations involve multiple sources of sensemaking (e. g. unionism, managerialism: it is underpinned by ideology (beliefs, attitudes and opinions, it shapes what is taken to be rational, multiple sources=multiple rationalities. Etymology of the term: manus=hand, maneggiare=to handle or train horses. Management is: the process of communicating, coordinating, and accomplishing actions in the pursuit of organisational objectives, the process of managing relationships with stakeholders, technologies, and other artefacts both within and between organisations. The manager: discharges the functions of managing (planning, controlling, coordinating, and directing, is rational in that he/she systematically applies techniques that seek to achieve goals. A systematically arranged framework relating people things, knowledge, and technologies, in a design intended to achieve specific goals clegg et al (2011) Characteristics of rational organisations: purpose, objectives, and goals, sites of action, practice, and experience, structural design, formal roles, and responsibilities, change is normal, rules are both explicit and implicit.
