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management and organisational behaviour

Questions and Answers of Management And Organisational Behaviour

Does the emphasis on ordinary conversation lead to the need to develop good conversations?
Does the emphasis on widening and deepening conversation, on relationships, mean that people should bring to awareness what they think is going on between them?In other words does it lead to a
The move from a dual theory of causality to a paradoxical theory of causality.
The move to understanding people as participants in processes of interaction in which it is not possible to take an external position.
The move from understanding individual persons as autonomous to thinking about them as interdependent.
The move from a systemic to a responsive processes way of thinking about human interaction.
If the future is unpredictable how would you thinking about activities of planning in organisations?
Is it possible to manage knowledge and measure intellectual capital?
Thinking about performance and improvement from a complex responsive processes perspective.
The contribution of reasoning and modelling to local interaction.
Planning and control from the perspective of complex responsive processes.
Markets as patterns of relationships and as ideology.
Organisational resources as a basis of power relations.
The meaning of technology in human interaction.
Does the narrative resonate with your experience of managing and, if so, in what way?
What role was personal ambition playing in the project?
Although this project has apparently achieved what it was intended to achieve, what could have obstructed it?
What, if anything, is to be gained as a project manager from reflecting on the political nature of project management?
What do you think it means, in situations such as those in this narrative, to be accountable?
The part that conscious and unconscious processes play in ongoing strategy narratives.
The role of formal and informal conversations in the construction of narrative strategy.
The role played in the iteration and potential transformation of strategy narratives by the tension between legitimised and shadow ideologies expressed in local conversational interactions.
How organisational strategy can be understood as continually iterated and potentially transformed identity narratives.
How people construct experience together as narrative.
What role do you think gossip is playing in this narrative?
How does the issue of ideology arise in this narrative and what implications does it have for what happens?
What further insight might you gain into what is happening in this narrative if you take account of processes of identity formation?
How does the view you take on power affect how you think about the events in this narrative and what you might do?
Do you think it is possible to manage conflict? If so, how do you think this can be done? If not, then how are we to think about conflict and what are we to do?
Do you think that factors to do with identity affect your work in organisations?
The implications of power relations and ideology for the local activities of strategising and the population-wide patterns of strategy that they produce.
The part that gossip plays in sustaining ideologies and power relations in organisations.
The role of inclusion–exclusion processes in identity formation.
The impact of the inclusion–exclusion dynamics of power in organisations.
The nature of power relations in organisations and the ideologies that sustain them.
The ideological basis of choice and intention in organisations.
The processes of idealisation in forming the cult values of an organisation and interpreting them in specific, contingent situations.
Sarra clearly thinks that conflict and anxiety are central aspects of creative organisational development. What do you think of his argument?
How are the local interactions of people in the narrative related to population-wide patterns of development of this trust and of government policy?
Would you describe the Artemis programme as Organisation Development or not? Why?
Does this narrative resonate with actions and events in your experience and, if so, does it lead you to think differently about them?
Would you describe what people are doing in this narrative as practical?
How do you understand intention and emergence in this narrative?
Control as social processes rather than anyone being ‘in control’.
The meaning of emergence in human activity.
Thinking about the interplay of intentionsas the connection between local interactions in organisations and populationwide patterns of activity called organisational strategy.
Thinking of organisational strategies as generalised population-wide patterns of activity that emerge in many, many local interactions.
Thinking of organisations as social rather than physical objects.
How would you think about intention and emergence in the above narrative?
What form did the actual strategising activities take?
In what sense could one say that strategy and implementation were taking place at the same time?
What role do you think leaders play in what happens in events such as those recounted in this narrative?
What part do you think personal relationships, ambitions and agendas play in strategy?
The author focuses attention on one sequence of events but clearly this is not all that the top executives and others were engaged in. What effect do you think this has on strategy?
The author starts the story with a meeting at which it is judged desirable to cut costs. Do you think this was the beginning?
How strategy is patterned as narrative (see Chapter 14).
How patterns of power relations shift during the strategy process, reflecting the dynamics of inclusion and exclusion which are constitutive of identity (see Chapter 13).
How the initial strategies of senior executives arise in their local interaction and take the form of gestures to others in the organisation, which evoke responses from others in many, many other
How strategies emerge in the interplay of many intentions (see Chapter 10) in conversational processes (see Chapter 11).
The difference between the sender–receiver model of communication found in the dominant discourse and the understanding of communication as conversation in the complex responsive processes
How the attributes of being human persons– consciousness, self-consciousness, spontaneity, choice – arise in the social conversation of gestures and what difference this makes to thinking about
Understanding patterns of relationships in terms of ordinary, everyday conversation between people in their local interaction with each other in which they form their intentions to act.
Thinking of organisations not as things or systems but as dynamic patterns of relationships between people.
What difference would it make to thinking about the nature of organisations and the strategising of managers if you think in terms of responsive processes? For example, would it be possible for a
In what traditions of thought are the notions of systemic process and responsive processes located?
The key differences between the notions of systemic process and responsive processes of human action.
The concepts of self-organisation and emergence in human action.
The fundamental assumptions upon which this alternative notion of process is based and its location in the historical tradition of Western thought.
An alternative to systemic ways of thinking about process in human action. I call this alternative view ‘responsive processes’ in order to distinguish it from the notion of systemic process
How many applications retain the central concern of organisational theorists with control.
How the application of the complexity sciences to organisations may simply continue to reflect the position of the external objective observer of a system and so lose the potentially radical insights
The different quantitative and qualitative ways of applying the complexity sciences to organisations.
The importance of diversity, difference and non-average behaviour in the generation of novelty and what challenge this presents to mainstream thinking about organisations.
The challenge that notions of self organisation and emergence present to the possibility of whole system design to be found in mainstream thinking about organisations.
Whether developments in the complexity sciences present key challenges to the fundamental assumptions previously imported from the natural sciences into thinking about organisations.
The different ways in which theories of complexity are interpreted.
The different theories of causality implicit in models of complexity.
The relationship between local interaction and population-wide pattern.
The role of conflicting constraints in the functioning of complex phenomena.
Whether the traditional scientific project of certainty is undermined by the complexity sciences.
How do the views on the strategy process expressed in this chapter deal with the key questions posed in Chapter 1? These key questions are as follows:(i) How does the theory understand the nature of
What does it means to say that the writers reviewed in this chapter double process and why might this be problematic?
Are strategy and strategy processes primarily deliberate or emergent and can the latter be deliberately chosen, shaped or influenced?
Should attention be focused on formal decision-making processes or on informal ones?
Do individual agency or organisational structures and routines take primacy in the strategy process?
Does strategy determine organisational structure or the other way around?
Should the process of strategising be understood at the macro or the micro level?
The key debates in the process and activity-based literatures concerning the relative importance of macro and micro levels; formal versus informal processes;and the tension between deliberately
The theory of time, which is reflected in systemic views on organisational processes and practices.
The manner in which the activity-based view of strategy draws attention to the ordinary everyday activities of managers.
The manner in which the concept of emergence is used in systemic views on process.
The possibility of choosing, shaping or influencing particular processes, practices and outcomes in organisational life and the possibility of remaining in control.
How the notion of rationality has been increasingly problematised over a number of decades.
The way of thinking reflected in systemic notions of process, practice and activity in organisational life.
How do the systems theories reviewed in this chapter deal with the four key questions posed in Chapter 1?
What theory of causality is reflected in autopoietic systems?
How would you think about strategic management from a second-order systems approach?
What are the main differences between interactive planning, soft systems and critical systems thinking?
The way in which living persons disappear when an organisation is thought of as an autopoietic system.
The manner in which ethics are dealt with.

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