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Managing Organisations

ASSIGNMENT FOR MODULE:

Managing the Organisation

Ian Bolam

BA (Hons) Post Compulsory Education
New College Durham (at Newcastle College)
CONTENTS
INTRODUCTION 3
ORGANISATIONAL DESIGN AND STRUCTURE 4
EDUCATIONAL MANAGEMENT 8
CULTURE & CULTURAL CHANGE 10
LEADERSHIP 12
EMPOWERMENT 13
LEARNING ORGANISATIONS   ORGANISATIONAL LEARNING 14
SUMMARY 14
Bibliography Managing the Organisation 20
NOTES 22

Figure 1 The 7-S Framework - Peters & Waterman (1982) 11
Figure 2 Single, Double and Triple-Loop Learning 14

Table 1 Models Of Educational Management 9
Table 2 The Learning Organisation -Creating a Learning Environment 15
Table 3 HISTORICAL OVERVIEW OF MANAGEMENT 15
INTRODUCTION

T
he aim of this paper is to provide a vehicle through which I can explore the learning issues for the unit. In particular understanding, or seeing, the complexities of organisations together with the task of attempting to evaluate an existing managerial procedure concerned with aspects of institutional organisation, form a framework for discussing the issues involved.   The task is problematical however, since the issues are contentious. Firstly, there are ontological and epistemological problems relating to an “existing” managerial procedure, that is, how can it be shown to exist when its existence is uncertain (Pheysey,1993). Secondly, the word managerial poses similar problems concerned with what management is (Drucker, 1974). In this context, the paper draws upon and follows my paper on management skills in which I discussed the problem of management knowledge. Thirdly, the term “institutional” raises the problem of what sort of entity is the subject of examination with regard to educational establishments, that is whether on is concerned with an organisation or an institution (Duke, 1998; Stein, 1995).   It is thus important to note that the unit title is “Managing the Organisation” while the learning outcomes and assessment task refer to institutional...