Power, structure and culture Flashcards
Open organisations
Hanna 1997
- Boundaries- are extending i.e. outside the school, life long learning
- Purpose/goals - misison statements
- Inputs - students
- Transformation - learning
- Outputs - value added
- Feedback - inspection
- Environment - gov initiatives, the market
Hoyle 1986
Power
- structural - power through position
- personality - power through personal characteristics e.g. charisma
- expertise - power through specialise knowledge
- opportunity - power through the control of information or key organisational tasks
Power
AEM010 2017
Power relates to authority and influence.
Power is overarching.
Authority relates to legal right to exert power.
Influence relates to more informal power that individuals have.
Collegiality (Bush 2003)
A way of sharing power
Decisions reached by consensus.
Common set of values
Formal (bureaucratic) Model
Bush 2003
hierarchical authority structure goals are important decisions are governed by rules impersonal relations recruitment an progress determined by merit
Micropolitical models
style of management that uses influence to further the interests of individuals with the organisation
Bush 2003
- focus on group rather than organisation
- differences in values between different groups within organisation
- stress on conflict
- decisions made through negotiating and bargaining
Limiting effects of micro-politics West 1999
- focus on overall effectiveness. Contribution to the whole rather than individual achievement
- frequent interaction between groups to collaborate
- avoid win-lose situations ( no need to compete for resources)
- rotating members between groups to de-stabilise
Role culture (Handy and Aitken 1990)
Set logical roles for each person.
Structure is like a set of boxes.
Bolman and Deal four frames to consider the structure of an organisation (2008)
- Structural lens- rational side of the org. roles, goals. Leader needs to dig, maintain and align these structures
- Human resource lens - focus on the people. Empower and train. Individual needs to meet org needs.
- Political lens - Building alliances. Power struggles lead to conflict. Conflict can be toxic. But can lead to creativity and innovation.
- Symbolic lens - visionary. Cultural side of the org. Beliefs and values
2015
Discuss your understanding of power and structure in an organisation. Draw on the theories of Hales (1997), Hoyle (1986) and Bolman & Deal (1997) to inform your discussion and use examples from your organisation to clarify your points
Structures
- traditional bureaucratic structure
- Flattened pyramid structure
Power - authority and influence
Hoyles 1986 differentiating types of power.
- Structural Power
- Personality Power
- Expertise Power
- Opportunity Power
Hales 1997
- Physical power
- Economic power
- Knowledge and technical power resources
- Normative power resources
Bush 2003 Collegial approach
Bolman & Deal 1997
- Structural lens- rational side of the org. roles, goals. Leader needs to dig, maintain and align these structures
- Human resource lens - focus on the people. Empower and train. Individual needs to meet org needs.
- Political lens - Building alliances. Power struggles lead to conflict. Conflict can be toxic. But can lead to creativity and innovation.
- Symbolic lens - visionary. Cultural side of the org. Beliefs and values
Headteacher - power as a function of personality and exerts power through authority with his charisma.
Devolves his power to SLT
decisions to be reached by consensus collegiality
Efficiency in terms of time, is valued above collaboration.
distributed approach to a bureaucratic approach. .
Handy and Aitken, 1990 role culture
roles created have a lot of over lap.
task culture exists ‘where the organisation responds flexibly to the demand of particular problems’ (AEM handbook 2017).
2016
What do you understand by cultural theory? Use insights gained from the course and the discussions on the VLE to examine your own practice in terms of cultural expectations.
Hofstede??
2016
Organisations can be analysed through looking at their structure, culture and power. Discuss how your study of these concepts helped you to understand:
· an issue that has arisen in your organisation/department (or an organisation/department known to you), and
how any difficulties that arose might have been dealt with more effectively.
Structures
- traditional bureaucratic structure
- Flattened pyramid structure culture
Culture
O’Neill (1994)
- Purpose -
the declared purpose and the interpretation of the purpose by the people working at the organisation - Symbolism - - the messages that pedagogy, management structures and styles convey
- Networks - the ways people communicate, meet and work together
- Integration - the extent to which people and and areas are brought together and are able to share a unified culture.
Power
Power - authority and influence
Hoyles 1986 differentiating types of power.
- Structural Power
- Personality Power
- Expertise Power
- Opportunity Power
Hales 1997
- Physical power
- Economic power
- Knowledge and technical power resources
- Normative power resources
Bush 2003 Collegial approachStructures
- traditional bureaucratic structure
- Flattened pyramid structure
Hales (1997)
- Physical power resources
- Economic power resources
- Knowledge power resources (how an organisation works) or Technical knowledge (how tasks are performed).
- Normative power resources (personal qualities)
Four elements of organisational activities that contribute to culture
O’Neill (1994)
- Purpose -
the declared purpose and the interpretation of the purpose by the people working at the organisation - Symbolism - - the messages that pedagogy, management structures and styles convey
- Networks - the ways people communicate, meet and work together
- Integration - the extent to which people and and areas are brought together and are able to share a unified culture.
Hierarchical organisational structure
Head
7 SLT
Gives expertise power to them
Creates collegial approach
Role culture
