In this course, you’ll look at an array of activities including leadership, human resources, finance, project management, change management, operations management, and stakeholder management.
In this course, Management: perspective and practice, you will be studying different ways to think about understanding organizations and approaches to managing the people who work within them.
The theories and models in this course look at the organizational context (the ‘organization’, the ‘context’ and the ‘wider environment’ of) and help you to begin to answer the question:
How does my organization context and environment affect my management practice?
This course is comprised of:
- Exploring ideas, Understanding organizations, and Organisational culture
- Discussing ways that organizational theorists have characterized organizational structures and cultures, and the impact of different national cultures on organizational practice and ways in which managers might make sense of these
- A short pre-reading activity asking you to think about a problem/opportunity situation in your own context, to see how these theories and models are both relevant and irrelevant to your own management practice.
- Creative problem solving
- Developing your skills in creative problem solving by learning some techniques based on systems theory
- Learning how to use case studies and their analysis to better understand and apply the ideas you are studying.
- Making connections
- Thinking more closely about your organization’s culture and how you can use metaphors to better understand the way organizations work.
Course learning outcomes
After studying this course, you should be able to:
- Appreciate how organizational structure and culture contribute to management control in organizations
- Think about how to analyze an organization in this respect
- Understand an organization’s characteristics and how they might impact on management practices.
|Your organizational problem or opportunity||00:05:00|
|The organizational context||00:20:00|
|What is an organization?||00:15:00|
|Some common features of organizations||00:05:00|
|Differentiation and integration||00:15:00|
|Purpose and identity||00:20:00|
|Size and life cycle||00:10:00|
|The problem of rationality and control||00:00:00|
|Organizations as psychic prisons||00:20:00|
|Organizations as political systems||00:20:00|
|Dealing with complexity||00:20:00|
|Types of organizational culture||00:10:00|
|Deal and Kennedy model of organizational culture||00:30:00|
|Handy’s four types of organizational cultures||00:40:00|
|National cultures and organizational culture||00:10:00|
|The Hofstede framework||01:00:00|
|Managing cultural differences||00:30:00|
|Creative problem solving||00:10:00|
|Introduction to creative problem solving||00:20:00|
|What makes problem solving ‘creative’?||00:30:00|
|Choosing a technique or approach to problem solving||00:10:00|
|The Verdasys rich picture||00:25:00|
|Is creative problem solving useful?||00:30:00|
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