Organisations need strong leaders and a strong culture

OPIC: “Organizations need strong leaders and a strong culture.” Discuss this statement in relation to how we understand and make sense of leadership and culture in the post-bureaucratic era.
Prescribed resources for Essay 1 – “Organizations need strong leaders and a strong culture.” Discuss this statement in relation to how we understand and make sense of leadership and culture in the-post-bureaucratic era.” are as follows:
Prescribed articles on post-bureaucracy
1. Josserand, E., Villesèche, F. and Bardon, T., (2012) Being an active member of a corporate
alumni network: a critical appraisal, British Academy of Management, Cardiff.
2. Knights, D. and Roberts, J. (1982) The power of organisation or the organisation of power?
Organisation Studies, 3(1): 47-63.
3. Zimbardo, P., Maslach, C. and Haney, C. (2000) Reflections on the Stanford Prison
Experiment: Genesis, Transformations, consequences, in Blass, T. (ed), Obedience to
Authority – Current Perspectives on the Milgram Paradigm, Lawrence Erlbraum Associates,
Inc.
4. Courpasson, D., Dany, F. and Clegg, S. (2011) Resisters at Work: Generating Productive
Resistance in the Workplace, Organization Science, Articles in Advance:1–19.
5. Prasad, P. and Prasad, A. (2000) Stretching the Iron Cage: The Constitution and Implications
of Routine Workplace Resistance, Organization Science, 11(4), August: 387-403.
6. Clegg, S., Kornberger, M., and Pitsis, T. (2011) Managing &Organisations: An Introduction to
Theory and Practice, London, Sage (Chapter 7 and Chapter 13)
Prescribed articles on culture
1. Rosen, M. (1988) You asked for it: Christmas at the bosses expense, Journal of Management
Studies, 25(5): 463-480.
2. Brewis, J. (2007) Culture in Knights, D. and Willmott, H. (eds), Organizational Behaviour
Management, Thompson: 344-374.
3. Ogbonna, E. and Wilkinson, B. (2003) The False Promise of Organizational Culture Change: A
Case Study of Middle Managers in Grocery Retailing, Journal of Management Studies, 40(5),
July: 1151-1178
4. Parker, M. (2000) Organisational culture and identity, London, Sage
5. Karreman, D. and Alvesson, M. (2004) Cages in Tandem: Management Control, Social
Identity, and Identification in a Knowledge-Intensive Firm, Organization, 11(1): 149 – 175.
6. Clegg, S., Kornberger, M., and Pitsis, T. (2011) Managing &Organisations: An Introduction to
Theory and Practice, London, Sage (Chapter 6)
Prescribed articles on leadership
1. Bolden, R. and Gosling, R. (2006) Leadership Competencies: Time to Change the Tune?
Leadership, 2(2): 147-163.
2. Browning, B. W. (2007) Leadership in Desperate Times: An Analysis of Endurance:
Shackleton’s Incredible Voyage through the Lens of Leadership Theory. Advances in
Developing Human Resources, 9(2): 183-198.
3. Herman, S. (2007) Leadership training in a “not-leadership” society. Journal of Management
Education 2007; 31(2): 151-155.
4. Jackall, R. (1988) Moral Maze, Oxford university Press.
5. Gabriel, Y. (1997) Meeting God: When organizational members come face to face with the
supreme Leader, Human Relations, Apr, 50(4):315.
6. Meindl, J. Ehrlich, S. and Dukerich, J. (1985) The Romance of Leadership, Administrative
Science Quarterly 30: 78-102.
7. Clegg, S., Kornberger, M., and Pitsis, T. (2011) Managing &Organisations: An Introduction toTheory and Practice, London, Sage (Chapter 4)4
Please note that most of these articles/readings can be accessed via e-readings. See details listed ontutorial guidelines on how to access e-readings.
Prescribed resources for Essay 1 – “Good planning is the key to learning and innovation inorganisations, Discuss” are as follows:
Prescribed readings on innovation, change and rationality are as follows:
1. Josserand, E., Teo, S. and Clegg, S., (2006) From bureaucratic to post-bureaucratic : the
difficulties of transition, Journal of Organizational Change Management 19 (1): 54-64.
2. Morgan, G. and Spicer, A. (2009) Critical Approaches to Organizational Change, in Alvesson,
M., Bridgman, T. and willmott, H. (eds) The Oxford Handbook of Critical Management
Studies, Oxford University Press.
3. Birkinshaw, J. & Gibson, C. (2004) Building Ambidexterity into an Organization, MIT Sloan
Management Review, Summer: 47-55.
4. Clegg, S., Kornberger, M., and Pitsis, T. (2011) Managing &Organisations: An Introduction to
Theory and Practice, London, Sage (Chapters 7, 10, 13).
Prescribed readings on knowledge and learning are follows:
1. Wenger, E. And Snyder, W. (2000) Communities of Practice: The organizational Frontier,
Harvard Business Review, January-February: 139-145.
2. Josserand, E. (2004), Cooperation within Bureaucracies: Are Communities of Practice an
Answer?, Management, 7(3): 307-339.
3. Clegg, S., Kornberger, M., and Pitsis, T. (2011) Managing &Organisations: An Introduction to
Theory and Practice, London, Sage (Chapters 9 and 13)
Please note that most of these articles/readings can be accessed via e-readings. See details in
tutorial guidelines on how to access e-readings
Example 1:
“In this essay, I am going to argue that work can certainly be a source of satisfaction and joy forindividuals. Indeed, as I demonstrate in Section One, by drawing on Rosen (1988), Clegg et al (2008)and others, managers of modern corporations are explicitly encouraged to design the workplace andmotivate employees so that these employees find satisfaction and enjoyment at work. However,work is also a source of dissatisfaction and suffering too and I draw upon Jackall (1988), Knights andRoberts (1982), and Morgan (2006) in Section Two to show the anxiety, subordination and
domination that may also describe the experience of work for managerial and non-managerialemployees alike. Rather than leave the question here, in Section Three I attempt to explore,conceptually, why work produces such experiences and emotions for individuals. Drawing uponJackson and Carter (2000) and O’Doherty (2006) I consider the strong link between work andpersonal identity. Summarising my overall arguments in the Conclusion I illustrate, with the exampleof Ackroyd and Crowdy (1990), just how complex the relationship between identity, work, and an
individual’s striving for satisfaction and personal meaning can be.”
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