The Multicom Case.pdf
The Multicom Case.pdf
The Multicom Case.pdf
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In the name of the most high<br />
Images of Organizations<br />
X Reading and Shaping<br />
S. Alireza Feyzbakhsh, Ph.D.<br />
1386<br />
Organizational gn n Life fe<br />
Sharif University of Technology<br />
School of Management and Economics
Key words:<br />
• Diagnostic reading<br />
• CCritical iti l evaluation l ti<br />
• Creating a storyline<br />
• Dominant frame<br />
• Supporting fframe
I In this hi session i<br />
• <strong>Multicom</strong> case<br />
• Interpreting <strong>Multicom</strong><br />
Diagnostic D agnost c reading read ng<br />
Developing a storyline by 3<br />
perspective<br />
• IInterpreting t ti th the reading<br />
di
Th <strong>The</strong><br />
<strong>Multicom</strong> case
Interpreting <strong>Multicom</strong><br />
•A DIAGNOSIC READING, where by<br />
we strive to gain as comprehensive an<br />
understanding as possible,<br />
accompanied by<br />
E h<br />
•A CRITICAL EVALUATION that<br />
integrates key insights.
Interpreting <strong>Multicom</strong> l<br />
Diagnostic reading d<br />
Critical evaluation<br />
storyline
<strong>The</strong> machine <strong>The</strong> organism<br />
metaphor metaphor<br />
<strong>The</strong> domination<br />
Metaphor<br />
<strong>The</strong> brain<br />
metaphor<br />
hhe fl flux andd<br />
<strong>Multicom</strong><br />
ansformation<br />
etaphor h<br />
<strong>The</strong> culture<br />
metaphor<br />
<strong>The</strong> psychic <strong>The</strong> political<br />
prison metaphor<br />
metaphor
<strong>The</strong> organismic metaphor:<br />
An organization drifting out of<br />
alignment ag etwith t the t e challenge c a e ge oof tthe e<br />
external enviornment.<br />
A di diagnostic ti reading<br />
di
<strong>The</strong> brain metaphor:<br />
A holographic holographic, team based, based<br />
learning ea g oorganization ga at o tthat at is s be being g<br />
bureaucratized.<br />
A diagnostic diagnostic reading
<strong>The</strong> culture metaphor:<br />
A corporate culture in transition:<br />
Th <strong>The</strong> flexible fl ibl and d ddynamic i essence<br />
of “old old <strong>Multicom</strong>” <strong>Multicom</strong> is being<br />
reproduced in Media 2000.<br />
A diagnostic reading
<strong>The</strong> political metaphor:<br />
A politicized p organization g that has<br />
been factionalized and been<br />
ttransformed f d in i pursuit it of f the th<br />
competing interest of the four<br />
principle.<br />
A diagnostic diagnostic reading
<strong>The</strong> h psychic h prison metaphor: h<br />
An organization that has been<br />
shaped by conflicting ideologies of<br />
what it means to “get get organized” organized<br />
and by y unconscious needs to<br />
control and reduce uncertainty.<br />
A diagnostic g reading g
Developing a storyline:<br />
11.A A manager-consultant lt t ‘ ‘s<br />
perspective
Dominant Frame:<br />
Supporting Frames:<br />
<strong>The</strong> organismic metaphor<br />
<strong>The</strong> holographic g p <strong>The</strong> culture<br />
metaphor metaphor<br />
<strong>The</strong> political<br />
metaphor h<br />
<strong>The</strong> psychic<br />
prison i metaphor t h<br />
Storylines prioritize the insights of<br />
Storylines prioritize the insights of<br />
different metaphors
Dominant Frame:<br />
Supporting Frames:<br />
<strong>The</strong> political metaphor<br />
<strong>The</strong> holographic <strong>The</strong> culture<br />
metaphor<br />
metaphor<br />
<strong>The</strong> psychic <strong>The</strong> organismic<br />
prison metaphor metaphor<br />
A political storyline
Developing a storyline:<br />
22.A A social critic ‘ss perspective
Dominant Frame:<br />
Supporting Frames:<br />
<strong>The</strong> Domination metaphor<br />
<strong>The</strong> <strong>The</strong> Flux and<br />
Political<br />
transformation<br />
metaphor metaphor<br />
A social critic ‘ss storyline
Developing a storyline:<br />
33.A A policy li analyst l t ‘ ‘s perspective<br />
ti
<strong>The</strong> Flux l and d<br />
Dominant Frame: Transformation<br />
Supporting Frames:<br />
metaphor<br />
<strong>The</strong> Political <strong>The</strong> Domination<br />
metaphor<br />
metaphor<br />
A policy analyst ‘ss storyline
Reading: g<br />
Reading and emergent emergent intelligent intelligent<br />
<strong>The</strong> process p of reading g is organic g<br />
<strong>The</strong> reading is not an end in it itself<br />
<strong>The</strong> process of reading a situation<br />
is always two-way two-way
By being open to frames and concepts<br />
generated by different metaphors<br />
1) be sensitive to the dimension of a<br />
situation<br />
2) Take account of this point of view<br />
3) Variety of insights
By being open to frames and concepts<br />
generated by different metaphors<br />
4) Use different frames and subframes<br />
5) RRelationship l ti hi bbetween t fi figure and d<br />
ground<br />
6) New horizons and deepen<br />
understanding<br />
7) Learn to keep open
11<br />
Images m g of f organization g<br />
U Using i metaphor h to manage i in<br />
a Turbulent Turbulent world
Key words:<br />
• Turbulent world<br />
• IImaginize i i
Thi This session: i<br />
Major implication for management<br />
t termites<br />
it
Our theories are just like<br />
metaphors
Major implications for<br />
management: g<br />
1. Mobilize new ways of seeing.<br />
BBe aware of f the th constant t t link li k<br />
between theory and practice practice.
Major implications for<br />
management: g<br />
2. Develop capacities that will help you<br />
evolve with new challenges.
Major implications for<br />
management: g<br />
3. Remember that you are an “author”<br />
as well ll as a “ “reader d “ of f<br />
organizational g<br />
life.
MMajor j implications impli ti ns f for<br />
management:<br />
management<br />
4. Imaginize!!! Don’t just organize.
TERMITES<br />
ARE MASTER BULDERS<br />
Termite nets are product of random, self-<br />
organization i ti activity ti it whereby h b structure t t<br />
emerge and unfold in a piecemeal, unplanned<br />
way.
Be successful!