The Experts below are selected from a list of 273 Experts worldwide ranked by ideXlab platform
Daniel A Mcfarland - One of the best experts on this subject based on the ideXlab platform.
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student resistance how the formal and Informal Organization of classrooms facilitate everyday forms of student defiance1
American Journal of Sociology, 2001Co-Authors: Daniel A McfarlandAbstract:Critical and resistance theorists propose that race and class backgrounds influence everyday forms of student resistance in schools. This article argues that the microsocial process of student defiance is less characterized by individual traits of race and class than by the formal and Informal Organizational characteristics of social settings. Using unique data on resistance in multiple schools and classrooms, this article finds that defiant behaviors arise when instructional formats give students access to public discourse and when students have advantaged social network relations. Social opportunities of tasks, coupled with political opportunities of networks, enable students to consistently undermine and redirect classroom affairs. The results suggest that resistant behavior is more the result of Organizational features of social networks and instruction than “alienation” factors, and is therefore rectifiable through classroom management.
Fabio Nonino - One of the best experts on this subject based on the ideXlab platform.
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the key roles in the Informal Organization a network analysis perspective
The Learning Organization, 2010Co-Authors: Alberto De Toni, Fabio NoninoAbstract:Purpose – The purpose of this paper is to identify the key roles embedded in the Informal Organizational structure (Informal networks) and to outline their contribution in the companies' performance. A major objective of the research is to find and characterize a new key Informal role that synthesises problem solving, expertise, and accessibility characteristics.Design/methodology/approach – A framework for an in‐depth Informal structure analysis based on social network analysis (SNA) methodology is structured and applied in a case study of a knowledge‐based enterprise operating in the information systems industry.Findings – The paper identifies and characterizes the key Informal roles (namely opinion leaders, central connectors, bottlenecks, experts, consultants, or helpful people) and a new one, called pilus prior (first lancer) that synthesises problem solving, expertise, and accessibility characteristics.Research limitations/implications – Future research will move through the enlargement of the sampl...
Lukas Baschung - One of the best experts on this subject based on the ideXlab platform.
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New organisational structures and the transformation of academic work
Higher Education, 2013Co-Authors: Gigliola Mathisen Nyhagen, Lukas BaschungAbstract:This article will particularly focus on Norway and the consequences for academic work. Frequently in studies of academic work, focus has been on academics’ individual autonomy and to what extent the latter is challenged (Altbach in Ann Am Acad Pol Soc Sci 448:1–14, 1980 ; Shattock in High Educ 41:27–47, 2001 ). One of the shortcomings in literature dealing with academic workplace is lack of attention paid to the emerging division of work generated by an increasing differentiation of the academic profession (Musselin in Knowledge Matters, The public mission of the research university, 2011 ). In order to better address complexities and dynamics that surround academic work, the article will in particular examine whether academic work is subject to an increasing specialization and collectivization. In our attempt to observe changes in the practices of academic work, particular interest is given to “how the Organization of an academic enterprise affects academic work” (Blau in The Organization of academic work. Transaction Publishers, New Brunswick, 1994 :8). Inspired by Organizational theorists such as Brunsson and Olsen in The reforming Organization. Brunsson and Olsen (The reforming Organization. Fagbokforlaget, Bergen, 1997 ) we also want to attend to the relations between Organizational change and academic work. Here we address the relationship between formal Organization and Informal Organization which is likely to develop as decoupled structures—one adapted to institutionalized norms of society and the other for coordinating activities. Furthermore, there are tendencies suggesting that universities are becoming less special as an Organization (Musselin in Key challenges to the academic profession. INCHER-Kassel, Paris, 2007 ) and converge to more general Organizational characteristics by constructing dimensions of Organizations such as identity, hierarchy and rationality (Brunsson and Sahlin-Andersson in Constructing Organizations: the example of public sector reform, Organization Stud 21:4, 2000 ). In this article we are mainly interested in how hierarchy is constructed enabling coordination by an “authoritative centre” (Brunsson and Sahlin-Andersson in Constructing Organizations: the example of public sector reform, Organization Stud 21:4, 2000 :726) and how it interferes with traditional forms of organizing the university. This calls for a concern to whether the specificity of academic work, built of the mainly individual exercise of a large diversity of tasks, remains a key characteristic for organizing academic activities at universities. Empirically this article studies changes in academic work regarding new patterns in organizing research funding and doctoral education in Norway that emerged in the last decade. Like in other European countries, new policies for research funding and doctoral education have led to the creation of new organisational structures within Norwegian HEIs, namely research centres and doctoral schools.
Susan H Ehringhaus - One of the best experts on this subject based on the ideXlab platform.
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Strategic Planning/Outside Consultants: Power and Authority, Vertical Hierarchies, and the Informal Organization
Learning to Lead in the Academic Medical Center, 2020Co-Authors: Jeffrey L Houpt, Roderick W Gilkey, Susan H EhringhausAbstract:This case presents a scenario that challenges a new dean’s understanding of the power and limits of vertical hierarchies and the crucial role of Informal Organizations. It also demonstrates the difference between authority and power. What is critical to keep in mind is that the formal rights are only a necessary but not sufficient basis for making decisions that can be implemented and that such rights are meaningless if you do not get the support of the Informal Organization. The case is complicated by the fact that the new dean has to act quickly, before he has had an opportunity to earn his authority.
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the amc the formal and Informal Organization
2015Co-Authors: Jeffrey L Houpt, Roderick W Gilkey, Susan H EhringhausAbstract:Leadership is critical to success of Academic Medical Centers (AMCs), and poor leadership can paralyze these Organizations for decades. We outline a variety of structural features that make these Organizations complex and daunting. The situation is made more complicated by the fact that the leaders of the AMCs often begin with little experience in running them, and the skills that get them the job are not the same skills they need to succeed. This chapter outlines the most fundamental concepts in understanding this complex Organization. It simplifies the terrain by suggesting that you can view the AMC simply as a group. Accordingly, the leader is valued if he or she helps the group survive and prosper, and the group itself has built in mechanisms of governance for the leader to exploit. They include vertical hierarchies, compensation systems, and culture, the spoken and unspoken rules and customs that govern behavior. Hierarchies and compensation systems have strengths but also weaknesses. Culture is probably the most important governance system, even if it is often the most overlooked, because it reveals the Informal Organization. If you learn how to use it, you can become a transformational leader and accomplish more than anyone relying just on the vertical hierarchies and compensation system alone.
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strategic planning outside consultants power and authority vertical hierarchies and the Informal Organization
2015Co-Authors: Jeffrey L Houpt, Roderick W Gilkey, Susan H EhringhausAbstract:This case presents a scenario that challenges a new dean’s understanding of the power and limits of vertical hierarchies and the crucial role of Informal Organizations. It also demonstrates the difference between authority and power. What is critical to keep in mind is that the formal rights are only a necessary but not sufficient basis for making decisions that can be implemented and that such rights are meaningless if you do not get the support of the Informal Organization. The case is complicated by the fact that the new dean has to act quickly, before he has had an opportunity to earn his authority.
Phanish Puranam - One of the best experts on this subject based on the ideXlab platform.
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Oxford Scholarship Online - Formal and Informal Structure of Organization
Oxford Scholarship Online, 2018Co-Authors: Phanish PuranamAbstract:In this chapter, my aim is describe the links between the formal and Informal structure of Organizations, and propose a systematic approach to analyzing these links. I first discuss how the two are related and influence each other. Next, revisiting the theme of Organizations as “marvels but not miracles” I argue that formal design can be useful even when it not predicated on high levels of comprehension or intelligence. This is because it can compensate for aspects of the Informal Organization, as well as shape the emergence of the Informal Organization. I discuss an instance of a micro-structural approach to such issues in some detail, and conclude by offering a multiplex network formulation that can help us make progress in studying the complex interactions between formal and Informal Organizational structures.
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renewal through reOrganization the value of inconsistencies between formal and Informal Organization
Organization Science, 2009Co-Authors: Ranjay Gulati, Phanish PuranamAbstract:We develop a theoretical perspective on how inconsistencies between formal and Informal Organization arising from reOrganization can help create ambidextrous Organizations. We argue that under some conditions, the Informal Organization can compensate for the formal Organization by motivating a distinct but valuable form of employee behavior that the formal Organization does not emphasize, and vice versa---an effect we label compensatory fit. We illustrate the concept of compensatory fit by drawing on qualitative data from a reOrganization at Cisco Systems. We also derive formal boundary conditions for compensatory fit using a simple game theoretic representation. We show that compensatory fit can only work when there is a powerful Informal Organization already in existence, and when the gains from ambidexterity are substantial. Further, depending on the strength of the Informal Organization, breakdown in the conditions necessary for compensatory fit may lead to performance declines and further reOrganizations.