1. Multiple Perspective on Organizational Processes
OBJECTIVES
TO LEARN THAT THERE ARE MORE WAYS TO SEE HOW ORGANIZATIONS WORK
TO UNDERSTAND THREE CLASSIC VIEWS
TO LEARN HOW TO APPLY THE MULTIPLE PERSPECTIVES IN AN ORGANIZATIONAL DIAGNOSIS (in your organization)
TO UNDERSTAND THAT ORGANIZATIONAL PROBLEM SOLVING REQUIRES A RICHER PICTURE OF THE ORGANIZATION
(than some managers believe)

2. Multiple Perspective on Organizational Processes
WHY MANAGERS NEED MULTIPLE PERSPECTIVES?
STEREOTYPES OR PERSONAL "SCHEMAS"
ORGANIZATIONAL PROBLEMS ARE NOT SIMPLE BUT USUALLY COMPLEX

3. IS THIS HELPFUL FOR THE ORGANIZATION (and individuals)?
Personal “Schemas”
THE WAY HOW INDIVIDUALS LOOK AT THE WORLD (individual model of behavior)
SCHEMAS GIVE US AN APPROACH TO REPEATED SITUATIONS AND FREE UP OUR MINDS FOR OTHER MORE COMPLEX ACTIVITIES
THIS IS THE ESSENCE OF BECOMING AN EXPERIENCED EMPLOYEE
HE OR SHE KNOWS “HOW TO GET THINGS DONE”
IS THIS HELPFUL FOR THE ORGANIZATION (and individuals)?
YES or NO?

4. Personal “Schemas” IT SHOULD NOT BECOME A “HARD RULE” REASONS:
SCHEMAS BECOME OUTDATED
SCHEMAS ARE RESISTANT TO CHANGE
SCHEMAS BECOME UNIVERSAL RULES
SCHEMAS ARE INCOMPLETE

5. Classic Perspectives (on Organizations)
THE STRATEGIC DESIGN PERSPECTIVE
THE POLITICAL PERSPECTIVE
THE CULTURAL PERSPECTIVE
STRATEGIC
POLITICAL
CULTURAL
THREE “LENSES”

6. The Strategic Design Perspective
MANAGERS WHO TAKE THIS PERSPECTIVE:
LOOK AT HOW TASKS ARE DESIGNED
HOW PEOPLE ARE SORTED INTO ROLES
HOW ROLES ARE RELATED
WHAT IS THE MOST EFFECTIVE WAY HOW TO GET TO THE GOAL
IN ORDER TO ANALYZE AN ORGANIZATION FROM THIS PERSPECTIVE WE NEED TO KNOW ITS
ITS STRATEGY (what is it trying to accomplish)
ITS DESIGN (how are activities clustered)
HOW IT PERCEIVES ITS ENVIRONMENT (what are the key features of its markets, etc.)

7. The Strategic Design Perspective
THE MAIN PROBLEMS IN MOVING TO THE NEW ORGANIZATION, IN THIS PERSPECTIVE INCLUDE THE FOLLOWING:
NEW DESIGN PRINCIPLES SHOULD BE IMPLEMENTED
WE NEED TO UNDERSTAND HOW THESE PRINCIPLES WILL WORK
HOW THESE PRINCIPLES AFFECT AN EXTERNAL ENVIRONMENT

8. The Political Perspective
MANAGERS WHO TAKE THIS PERSPECTIVE:
HOW POWER AND INFLUENCE ARE DISTRI­BUTED
HOW STAKEHOLDERS ARE INVOLVED IN DECISIONS
HOW CONFLICTS CAN BE RESOLVED
IN ORDER TO ANALYZE AN ORGANIZATION FROM THIS PERSPECTIVE WE NEED TO KNOW ITS
GOALS AND INTERESTS (individual and group)
POWER (who and where are sources of power)
NEGOTIATIONS AND PROBLEM SOLVING (who and how they do it)
ONGOING RELATIONS (what are relationships among most organizational participants)
CONFLICT RESOLUTION SYSTEM DESIGN

9. The Cultural Perspective
MANAGERS WHO TAKE THIS PERSPECTIVE:
HOW HISTORY HAS SHAPED VALUES OF PEOPLE
WHAT HAS A SPECIAL MEANING FOR PEOPLE (how they feel for example about overtime work, what they think about the quality of their work, what can motivate them, etc.)
WHAT IS AN ORGANIZATIONAL CULTURE
IN ORDER TO ANALYZE AN ORGANIZATION FROM THIS PERSPECTIVE WE NEED TO KNOW ITS
A FOCUS ON SYMBOLS AND MEANINGS
IDENTIFICATION OF FORMS OF SOCIAL CONTROL (to avoid managerial practices that are in a contradiction with their social norms)
RECOGNIZING SUBCULTURES
LOOKING ACROSS CULTURES

10. WHAT PERSPECITVE DO YOU FAVOR?