Organization Theory Chapter 9 in-depth symbolic

The story of the small unit of paratroopers, which is lost on a mountaintop, describes how the unit with the help of a map finds its way down from the mountain and finds shelter in the village in the adjacent valley (in the in-depth chapter on the symbolic framework). What is one of Weick's main points with this story?

• That it is very important to have a reasonably accurate map in order to act rationally and successfully.

• That it does not matter if the map is an accurate depiction of reality, but that its function is to reduce uncertainty and create action.

• That maps have no important function whether they are accurate or not.

• Without accurate maps, people, organizations, and entire communities will be vulgarized and become characterized by greed and chaos.

In Weick’s micro-sociological model of meaning creation (in the symbol framework), one of the seven characteristics is a very fundamental part of people’s meaning creation. Which?

• Efficiency: If a human being can't economize with her cognitive resources, she can't create meaningful interpretations of the outside world.

• Continuity: If a human being cannot create coherent logical descriptions of events, the world will be incomprehensible.

• Identity: If a human being fails to create a meaningful identity, she can't manage to create a meaningful world.

• Organizing: If a human cannot regulate, prioritize and plan their thoughts and actions, the world falls the same into a senseless chaos.

A large medical technology company is divided into seven different product areas with little common technology. It is also divided into different country offices that have a low degree of cooperation with each other. However, they are very good at their respective products and areas. Based on Weick’s ‘pulsating’ organizational model, it can be said that the company as a whole is in a position marked by:

• Generic subjectivity.

• Identity.

• Intersubjectivity.

• Enactment.

Scott (1998) distinguishes between technical and institutional environments (in the symbolic framework). What kind of organizations are according to Scott active in both strong technical and strong institutional environments?

• Kindergartens.

• Banks.

• Restaurants.

• Churches.

Which of the following descriptions is true of what is best referred to as mimetic isomorphism in institutional organizational theory (in the symbolic framework)?

• Tom knows what solutions fit today's organizational challenges and problems. He has seen what solutions successful organizations use in all possible industries.

• Tom knows what solutions fit today's organizational challenges and problems. This knowledge is based on Tom's education at the School of Economics and was further developed during his subsequent years at Boston Consulting Group.

• Tom knows what solutions fit today's organizational challenges and problems. The increasingly globalized business world involves increasing and more detailed laws and regulations that set tight limits on what can be done.

• Tom knows what solutions fit today's organizational challenges and problems. The core of knowledge is Toms' ability to bring in and evaluate large amounts of data and make evidence-based decisions.

Barley and Kunda (1992) show how different management concepts and school formations are legitimized by different ideologies (in the symbolic framework). Which of the following claims does NOT describe Barely and Kunda’s model?

• Management ideals alternate over time between two recurring ideals/ideologies.

• Management ideals have gradually evolved from being legitimized by mainly violence, then by tradition and most recently by rationality.

• Management ideals are legitimized by faith in rational systems and/or by faith in social human beings.

• The model describes managerial discourses, i.e. how organization and management is described rather than how it is actually conducted.

 Which claim does NOT match the way post heroic leadership is described in the textbook’s in-depth chapter on the symbolic framework?

• Post heroic leadership is, among other things, about managers being appreciated even though they neither make important decisions nor perform heroic acts.

• Post heroic leadership includes a description that senior managers often do things that, for example, secretaries do, but that it is perceived completely differently and absolutely amazing when it is managers who do it.

• Post heroic leadership is based on observations that managers' descriptions of their work often resemble well-known stories about 'larger-than-life' leaders.

• Post heroic leadership is about 'story-telling' and communicating visions, rather than decision-making in difficult situations and heroic actions.

The textbook’s reasoning of authentic and ethical leadership and an inner compass (at the end of the textbook’s in-depth chapter on the symbolic framework) states that:

• We can maximize the happiness of ourselves and others by identifying our own preference function.

• We can create a better world by applying symbolic leadership and re-framing.

• Since we have no stable preference function, it is pointless to try to be true to ourselves and our fellow human beings.

• We should try to create a meaningful self-image and identity that we can live with, as well as we should act and exercise leadership that does not chafe too hard against this self-image.