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Strategisk ledelse

3 . Forelæsning – d. 9 . september 2013. Strategisk ledelse. Lectures, autumn 2013. Objectives for tonight. Rosa will tell about her jouney through Stacey’s universe Lecture – Stacey #3 Mini projects – ideas? Exercise. Introduction.

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Strategisk ledelse

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  1. 3. Forelæsning – d. 9. september 2013 Strategisk ledelse

  2. Lectures, autumn 2013

  3. Objectives for tonight Rosa will tell about her jouney through Stacey’s universe Lecture – Stacey #3 Mini projects – ideas? Exercise

  4. Introduction System and autonomous individual are dominant discourse on organizations and their management Kant: Organizations are external to individuals Turn to philosophy and Western thought to understand our taken-for-granted assumptions Human self awareness and understanding from a religious medieval paradigm Replaced by the Scientific revolution, leading to the age of reason

  5. OrganizationalCulture Organizational cultures have complex relationships with the environments in which they operate and from which they recruit their members. Employees join an organization having already been socialized by cultural institutions such as family, community, church and school. Church Family Environment Org OccupationalCultures Industrial Culture School Community Professional Cultures

  6. The Scientific revolution • Movement from revelation towards human reason • Scientists objectively observes nature, formulates hypotheses and testing these against data • Progression towards understanding natural laws • Reasoning individuals establishing hypotheses • For realists; simple – Use your senses • For others the problem was about knowing • Is our mind a blank table waiting for experience? • Hume introduced relativity and unreliability of knowledge, which changed science • Human freedom and choice?

  7. Kant; Natural systems and autonomous individuals • Introduced the duality about reality; • Noumenal; Reality • Phenomenal; Appearance of reality to us / sensations • Humans can never know reality itself and possess innate categories which impose ordering • Regulative ideas: innate categories; time, space and causal links • Constitutive ideas: a statement about what actually happens in reality (hypothesis) • Resolved contradiction by adding ‘Both … And’

  8. Self organizing systems • Humans as self organizing systems vs. mechanisms • A mechanism is pre-designed and consists of parts that builds up the functional unity • Contrast to living organisms; • Parts are not first designed, and then assembled • They arise as the result of interactions within the developing organism • The parts do non come before the whole but emerge in interaction of spontaneously generated differences that gives rise to the parts within the unity of the whole. • Organisms moving towards a mature form which is pregiven • Organisms are not systems, but observed as such

  9. The autonomous individual Human bodies can be thought of as a system It is subject to the laws of nature also when action is driven by passion (still laws of nature) When action rationally, humans cannot be thought as parts of a system because no whole exists Neither whole or parts of such can display spontaneity or novelty Humans are autonomous and choose goals of action and choose actions to realize these

  10. The human systems Biologists/economists Engineers Engineers • Shift from mechanistic in which the whole phenomenon was understood as a sum of its parts • .. to a whole system and parts as subsystems • In this view, individual minds are subsystems forming groups, which is thought of as systems forming an organization (supra system) • Three pathways: • General Systems Theory; strong self regulating systems moving towards order and stability • Cybernetic Systems; Self regulating, goal directed systems adapting to their environment • Systems Dynamics; Mathematical models are constructed of how the system changes state over time

  11. Negative feed-back loop Actual temperature + Temperature -Temperature Applianceswitched on Actual - desired Applianceswitched off Desired temperature

  12. Science and systems thinking Scientific Management Everything is measures and structured Management is an objective science Managers are the only person subject to rational causality and employees are not seen as human beings Kant’s view on autonomous/reflexive humans absent An ethical stream challenged motivation The combination of SM/HR provided a theory which stability is preserved by rules This old paradigm is still the basis of management thinking

  13. Science and systems thinking The shift to systems thinking Shit from mechanistic to systems thinking is evident in organization and management theories Planning and measurements are cybernetic systems Learning organization; system dynamics (DCA) None of these aspects challenges to scientific view The basic problem is, that the designer of a system/ organization is also a part of the system This later led to the 2nd order systems thinking

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