organizational analyses 2500 Problem Solving Case Study and Proposal Report
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IntroductiontoOrganisationalAnalysis.pptxWominjeka
Organisational Analysis
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Meaning – Welcome – What is your intention/purpose?
Acknowledgement to country:
RMIT University acknowledges the people of the Woi Wurrung and Boon Wurrung language groups of the eastern Kulin Nations on whose unceded lands we conduct the business of the University. RMIT University respectfully acknowledges their Ancestors and Elders, past and present. RMIT also acknowledges the Traditional Custodians and their Ancestors of the lands and waters across Australia where we conduct our business.
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Wominjeka
RMIT University acknowledges the people of the Woi wurrung and Boon wurrung language groups of the eastern Kulin Nations on whose unceded lands we conduct the business of the University. RMIT University respectfully acknowledges their Ancestors and Elders, past and present.
RMIT also acknowledges the Traditional Custodians and their Ancestors of the lands and waters across Australia where we conduct our business.
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Meaning – Welcome – What is your intention/purpose?
Acknowledgement to country:
RMIT University acknowledges the people of the Woi Wurrung and Boon Wurrung language groups of the eastern Kulin Nations on whose unceded lands we conduct the business of the University. RMIT University respectfully acknowledges their Ancestors and Elders, past and present. RMIT also acknowledges the Traditional Custodians and their Ancestors of the lands and waters across Australia where we conduct our business.
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Wominjeka
“Wominjeka” or “Womindjeka” – often thought of as “Welcome” in Woiwurrung and Boon Wurrung, the languages of the local Wurundjeri and Boon Wurrung people, also contains this question or challenge………
“What is your purpose or intention?”
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Teaching Team
Keith Toh
(Course Coordinator)
Jay Srinath Jayaratne
Peter Chomley
Stephen Spiller
Gitika Sablok
Meaghan Botterill
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Course Learning Outcomes
| Learning outcome | Description |
| CLO1: | Identify different analytical perspectives employed to understand organisations at the individual, social, structural and systemic levels. |
| CL02: | Interpret and apply these multiple perspectives to empirically analyse specific organisations and the contexts in which they operate. |
| CLO3: | Draw on different analytical perspectives as the basis for a multidisciplinary approach towards organisational functionality, political and social relations. |
| CLO4: | Evaluate knowledge assumptions and come to recognise their management implications and practical consequences. |
| CLO5: | Assess and judge how organisational analysis can be used to engender solutions to organisational challenges that are socially responsible. |
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Organisational Analysis Course Structure
Internal Analysis of Organisations
External Analysis of Organisations
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Recognising Different Pedagogies
Teacher-Led
Student-Led
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Be Aware – Authentic Learning
Consistent with problem based or enquiry based learning pedagogy…..
Please discuss with your class leaders
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Developing Autonomous Research Skills through Organisational Analysis
The RSD underpins your marking rubrics
These are critical thinking components
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Potential Employment Profiles
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Reflection – Where are Businesses Failing?
What is thought leadership?
What is meant by “higher plane”?
https://www.abc.net.au/news/2018-11-24/banking-royal-commission-commonwealth-bank-bosses-not-learning/10549754
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Organisational Analysis – Developing Your Critical Thinking Capability
Application
Tools
Awareness
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Analysing Organisations – Producing Authorised Accounts
‘knowledge serves power by shaping the boundaries of what may legitimately be thought and spoken in organisational settings’
(Fletcher, 1992, cited in Taylor, 2005).
What is “legitimate” knowledge about organisations?
How is “legitimacy” Achieved?
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Organisational Analysis: Developing Tools of Critical Thinking
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What is “Critical Thinking”?
We will ask you to develop your ability to distinguish four different analytical perspectives
Ability to mediate different ways of thinking
For this course, please note that “perspective” may be taken as being synonymous with “paradigm”
Later, as we advance, we will discuss four “ontological” positions
Critical Thinking Tools – Four Analytical Perspectives
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Useful Way to think about Analytical Perspectives
They are analytical tools….we need to be trained.
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Models, frameworks, variables, quartile, percentile, systems, goals….
Social power as structure, inequality, resistance, class differences, hegemony, oppression…
Social learning, social construction, interpretation, reinterpretation….
Truth as discourse, self-surveillance, power as language…
They develop their own analytical approaches and language sets.
Useful Way to think about Analytical Perspectives
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Building Capacity and Skill – “Synthesis”
First rationale for Analysing Organisations
Key reading: Four Paradigms of Information Systems Development
Analyst as …..
Role 1
Analyst as …..
Role 2
Analyst as …..
Role 3
Analyst as …..
Role 4
Assignment 1
Second rationale for Analysing Organisations
Third rationale for Analysing Organisations
Fourth Rationale for Analysing Organisations
Scholarly Paper 1
Scholarly Paper 2
Scholarly Paper 3
Scholarly Paper 4
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Maturity in Learning and Application Critical Thinking Advanced…
We focus on four rationales that underpin organisational analysis
These rationales, result in different approaches to organisational analysis
Sometimes, rationales are known as perspectives or intellectual traditions
Some readings will refer to them as paradigms
Later, when more advanced, referred to as ontological positions
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Why Analyse Organisations?
The following four slides will identify four different rationales and emphasis for analysing organisations.
Can identify differences?
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Rationale: Discover and analyse objective truths (facts) as objective and accurate accounts of organisational properties (e.g. causal powers and laws) and the events within which management must act.
Truths possess instrumental value (practical utility).
Avoid being distracted by speculation, hunches and lies.
By knowing the truth, organisations intelligently formulate and accomplish organisational goals.
The instrumental and objective value of truths for management is in assisting them to establish control over an organisation, predict outcomes and learn about one’s powers and vulnerabilities
Why Analyse Organisations?
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Why Analyse Organisations?
Rationale: To frame or interpret, perceptions of organisational life. To Discover subjective interpretations that define and govern organisations
Highlight the fluid, diverse and subjective aspects of organisational activity and decision-making.
Consider the ‘value’ ladenness of ‘facts’ that organisations rely upon
To bring about organisational change by ‘rewiring’ the minds of the ‘constructors’.
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Why Analyse Organisations?
Rationale: To develop the intellectual tools to ‘unmask’ organisational ‘truths’. To facilitate the establishment of a more democratic and egalitarian organisation.
Ask “confronting” questions, such as:
How organisations can alienate and exploit workers
How organisational members have been co-opted
How organisational members have been misled
Why organisational members submit to their own ‘exploitation’?
To develop appropriate political practices to address problems of inequality
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Why Analyse Organisations?
Rationale: ‘Open’ up alternative interpretations (and possibilities) of organisations and events surrounding organisations. To uncover multiple narratives of organisational ‘realities’:
‘Deconstruct’ the assumptions underlying organisational forms and practices, management theory and ideologies and their implications for power within organisations.
Provides alternatives to established thinking which may be constraining, harmful & unproductive.
To question organisational knowledge, the application of this knowledge (decision-making) and organisational outcomes.
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Multiple Approaches to Organisational Analysis
The previous slides introduced four rationales for analysing organisations
People tend to focus on the end result, but not the process, i.e. assumptions, methods
We need to recognise that the process of Organisational Analysis has to be learned and managed.
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Personal Development
Ability to differentiate different perspectives of analysis
Maturity in learning and application
Ability to reconcile different perspectives
Read journal papers and other articles more quickly
Better structure of literature search and ability to critique
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The Management of Organisational Analysis
Organisational analysis itself is a process that needs to be managed
The ability to recognise what perspective of an organisation is of interest?
Perhaps more crucial – what are the consequences of missing one or more?
RMIT University©2011
School/Department/Area
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References
Fletcher, JK 1992, A Poststructuralist Perspective on the Third Dimension of Power", Journal of Organizational Change Management, Vol. 5 Issue: 1, pp.31-38
Taylor, BC. 2005, ‘Postmodern Theory’, in: Steve May, Dennis K. Mumby (ed.), Engaging Organizational Communication Theory and Research: Multiple Perspectives, Sage Publications, California, p. 113-141.
The Research Skill Development (RSD) pentagon is based on the six facets of the RSD as modified for Optimising Problem Solving (OPS) pentagon designed by Mechanical Engineering Communications Tutors, University of Adelaide, 2014. See www.rsd.edu.au for full version of RSD and http://www.adelaide.edu.au/rsd/framework/frameworks/ for OPS. [email protected]
The RSD Pentagon may be used as a Thinking Routine (R. Ritchhart & D. Perkins, 2008).
RMIT University©2011
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