ORGL-505: Organizational Theory

Expected Competencies:

1. Understanding Organizational Theory Frameworks: Develop a foundational understanding of major traditions in organizational theory, including Bolman and Deal’s four frames and Gareth Morgan’s metaphors, to conceptualize how organizations function and can be managed.

2. Application of Multiple Perspectives: Cultivate the ability to analyze and interpret organizational behavior by applying various theoretical frames and perspectives to different organizational scenarios.

3. Collaborative Problem-Solving: Demonstrate the capability to use organizational theory in a practical setting through collaborative group projects, focusing on designing real-life interventions to address organizational issues.

4. Integration of Theory and Practice: Apply theoretical knowledge to analyze and propose changes within your own organization, identifying areas for improvement and implementing effective solutions.

5. Reflective Analysis: Engage in reflective analysis of organizational behavior and change, synthesizing theoretical concepts with practical experiences to understand and manage the dynamic nature of organizations.

Achieved Competencies:

1. Demonstrated Analytical Skills: The ability to analyze and identify key structural challenges within Early Childhood Intervention (ECI) services, including the impact of state-specific implementations and issues such as increasing service demand, data collection difficulties, and workforce development.

2. Applied Research Proficiency: Proficient in conducting thorough research on ECI practices and outcomes, leveraging federal recommendations and state guidelines to develop well-informed, actionable recommendations for systemic improvements.

3. Exhibited Strategic Thinking: Capability to evaluate and compare different approaches to ECI services and propose effective solutions, such as unified funding structures and enhanced data collection methods, to address and resolve systemic challenges.

4. Conducted Organizational Analysis: Skilled in applying organizational theory frameworks, such as Gareth Morgan’s metaphors, to analyze and critique the organizational design and culture of entities like Men’s Warehouse, demonstrating an understanding of theoretical concepts in real-world contexts.

5. Reflected on Leadership Development: Demonstrated the ability to integrate personal leadership experiences and failures into practical insights for growth, aligning with Level 5 leadership characteristics such as humility and resilience, and applying these insights to personal and professional development.

Competencies Applied:

Early Childhood Intervention (ECI): In my paper, I explore the structural challenges within Early Childhood Intervention (ECI) services, using Oregon and California as case studies. ECI, mandated by IDEA since 1986, aims to support developmentally delayed infants and toddlers by providing services in natural settings and training caregivers. However, structural issues arise from the varying state implementations of IDEA. Oregon's integrated approach promotes continuity and effective service delivery, while California's fragmented system complicates service provision. I discuss the growing demand for ECI services, difficulties in consistent data collection, and workforce development challenges. Drawing from my personal experience and research, I propose reforms including a unified funding structure, improved data collection practices, and enhanced interagency training to address these issues and better support children and families.

Men’s Wearhouse: In this essay, I explore the organizational design and theory of Men’s Warehouse, a prominent men’s clothier that has expanded significantly over thirty-nine years, now operating 1,239 stores including Men’s Warehouse, Men’s Warehouse Tux, Moore’s, and K&G. The company’s growth reflects a shift from a top-down approach to a more organic, open system, embodying Gareth Morgan’s "good bacteria" metaphor from *Images of Organizations*, which symbolizes organic growth and adaptability. This is evident in their acquisition of After Hours Formal Wear and its successful integration. However, Men’s Warehouse diverges from Morgan’s mechanized structure metaphor; my personal interviews and observations reveal a culture deeply rooted in Servant-Leadership principles, characterized by authentic, unscripted employee engagement rather than rigid, scripted interactions. Initially skeptical, I now appreciate Men’s Warehouse’s dynamic organizational model and am eager to apply these insights to future contexts.

Apollo 13 (film): As part of our coursework, I watched the film “Apollo 13,” which proved to be not only entertaining but also highly relevant to organizational challenges. In one pivotal scene, engineers face the daunting task of fitting ‘a round peg in a square hole,’ a metaphor that resonates deeply with the difficulties we encounter as organizational leaders. This scene underscores how we often lack the ideal tools for every situation and must creatively use whatever resources are available to devise effective solutions. This engaging depiction from the film highlights the importance of adaptability and innovation in addressing organizational challenges, reinforcing the lesson that resourcefulness is key to achieving efficiency and success in unpredictable scenarios.

References:

Bolman, L. G., & Deal, T. E. (2008). Reframing organizations: Artistry, choice, and leadership. San Francisco: Jossey-Bass.

Collins, J. C. (2002). Good to great: Why some companies make the leap--and others don't. New York, NY: HarperBusiness.

Helgesen, S. (1995). The web of inclusion: A new architecture for building great organizations. New York: Currency/Doubleday.

Morgan, G. (2006). Images of organization. Thousand Oaks: Sage Publications.

Key Words:

Organizational Theory; Perspectives; Collaborative problem-solving; Integration of theory and practice; Reflective Analysis; Competencies; Strategic Thinking; Applied Research; Leadership Development; and Organizational Design.