ORGL-505: Organizational Theory

Expected Competencies

  1. Understanding Organizational Theory Frameworks
    Demonstrate foundational knowledge of key organizational theory traditions, including Bolman and Deal’s four frames and Gareth Morgan’s metaphors, to understand organizational structure, behavior, and function.

  2. Application of Multiple Perspectives
    Apply theoretical frames to interpret complex organizational dynamics and enhance decision-making through multidimensional analysis.

  3. Collaborative Problem-Solving
    Utilize group collaboration and discussion to design and critique real-life organizational interventions informed by theory.

  4. Integration of Theory and Practice
    Bridge theory with lived experience by analyzing one’s own organizational context and recommending evidence-based solutions for improvement.

  5. Reflective Analysis
    Synthesize insights from theory and practice to deepen understanding of organizational behavior, emphasizing adaptability, learning, and leadership development.

Achieved Competencies

  1. Demonstrated Analytical Skills
    Identified structural inefficiencies in Early Childhood Intervention (ECI) services, comparing state-specific implementation of IDEA and assessing systemic service delivery gaps.

  2. Applied Research Proficiency
    Conducted targeted research on ECI programs, aligning federal policy with real-world outcomes and proposing actionable, equity-centered reforms.

  3. Exhibited Strategic Thinking
    Proposed systems-level improvements such as unified funding, robust data collection, and interagency coordination to address fragmented ECI delivery.

  4. Conducted Organizational Analysis
    Applied Morgan’s metaphors to examine Men’s Wearhouse, identifying a shift from mechanistic to organic growth and a culture rooted in servant leadership principles.

  5. Reflected on Leadership Development
    Analyzed the dynamics of adaptive leadership and resilience using case examples like Apollo 13, and connected personal leadership insights to organizational challenges.

Applied Competencies

  1. Early Childhood Intervention Systems Analysis
    In this research paper, I explored structural issues in Early Childhood Intervention services, comparing Oregon’s integrated model to California’s fragmented delivery system. Drawing on personal experience and policy analysis, I proposed reforms centered on data integration, cross-agency collaboration, and workforce training.

  2. Organizational Metaphor Critique – Men’s Wearhouse
    Using Gareth Morgan’s Images of Organization, I examined the evolution of Men’s Wearhouse’s culture. From a mechanistic structure to an adaptive, service-driven environment, I reflected on the company’s use of organic metaphors and its alignment with servant leadership principles observed through personal interviews and customer experience.

  3. Adaptive Leadership Reflection – Apollo 13
    In reviewing the film Apollo 13, I analyzed a critical scene where engineers must "fit a round peg into a square hole," symbolizing real-world organizational constraints. This metaphor reinforced the value of creativity, problem-solving, and resourcefulness in unpredictable leadership challenges.

Artifact Inclusions

  • Early Childhood Intervention: A Comparative Analysis
    This paper examines federal ECI mandates through the lens of state-level policy execution, highlighting discrepancies between California and Oregon and recommending structural improvements to improve child outcomes.

  • Organizational Culture at Men’s Wearhouse
    A reflective essay integrating Morgan’s metaphors and personal field observations to critique the company’s leadership model and cultural development over time.

  • Leadership Lessons from Apollo 13
    A brief reflection connecting theoretical learning to popular media, reinforcing the role of adaptability, innovation, and systems thinking in crisis-based leadership.

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, CA: Sage Publications.

Key Words

Organizational theory, structural analysis, Bolman and Deal, Morgan’s metaphors, servant leadership, reflective practice, adaptive leadership, ECI policy, systemic reform, collaborative problem-solving, organizational design, applied leadership, leadership development, theory-practice integration.