1. Managing Change
1.1. Exploitation & exploration
1.1.1. Knowledge exploitation
1.1.2. Knowledge exploration
1.1.3. Tension between exploitation & exploration
1.2. Single and double loop learning
1.3. Theory E & O
1.3.1. Theory E - Economic Value
1.3.2. Theory O - Organizational Capacity
1.4. Models of Change
1.4.1. Lewin (1947)
1.4.2. Beckhard and Harris (1977)
1.4.3. Tichy and Devanna (1986)
1.4.4. Aldrich (1979, 1999)
1.4.5. Senge et al. (1999)
2. Managing Knowledge
2.1. Types of knowledge (Blackler)
2.1.1. Embrained
2.1.2. Encoded
2.1.3. Embodied
2.1.4. Encultured
2.1.5. Embedded
2.1.6. Individual level of knowledge: Embrained & Embodied
2.1.7. Collective level of knowledge: Encultured & Embedded
2.2. Communities of Practice (CoP)
2.3. Barriers to knowledge sharing
2.3.1. Breaking down barriers
2.3.1.1. Knowledge management officers / project management officers
2.3.1.2. Boundary spanners
2.3.1.3. Collaborative architecture
2.3.1.3.1. how to drivH
2.3.1.4. Shadowing
2.3.2. Structural barriers to knowledge sharing
2.3.2.1. Issues with repositories or online forums
2.3.2.2. Lack of ressources
2.3.2.3. Excessive turnover
2.3.2.4. Physical barriers
2.3.3. Cultural barriers to knowledge sharing
2.3.3.1. Sharing is not valued in the organization
2.3.3.2. Shared knowledge is misunderstood
2.3.3.3. Knowledge contested
2.3.3.4. Fear from sharing
2.3.3.5. Knowledge hoarding
2.4. Knowledge retention
2.4.1. Knowledge loss
2.4.1.1. Turnover
2.4.1.2. One off projects
2.4.1.3. Lost skill
2.4.2. Knowledge repositories
2.4.2.1. Routines
2.4.2.2. Stories and narratives (culture)
2.5. Explicit & tacit knowledge
2.5.1. Tacit
2.5.2. Explicit
2.6. Possesion & Practice
2.6.1. Epistemology of Possession
2.6.1.1. Nonaka's SECI model
2.6.2. Epistemology of Practice
3. Organizational Culture
3.1. Frameworks/ theories
3.1.1. Schein's three dimensions of culture
3.1.1.1. Artifacts
3.1.1.1.1. Eksamples
3.1.1.2. Espoused Values
3.1.1.2.1. Eksamples
3.1.1.3. Basic Assumption
3.1.1.3.1. Eksamples
3.1.2. Alignments & Misalignments
3.1.2.1. At same level
3.1.2.1.1. Conflicting Espoused Values
3.1.2.1.2. Conflicting Basic Assumptions
3.1.2.2. Across levels
3.1.2.2.1. Misaligned Artifacts and Basic Assumptions
3.1.2.3. Culture and organization
3.1.2.3.1. Organization's goals and culture
3.1.2.3.2. Rewards and incentives and culture
3.2. Elements of organizational culture
3.2.1. Definitions
3.2.1.1. Edgar Schein's definition
3.2.2. Socialization
3.2.3. Subcultures
3.2.3.1. Examples
3.2.3.1.1. Departmentalization
3.2.3.1.2. Geographical subculture
3.2.3.1.3. Functional
3.2.3.1.4. Leadership subculture
3.2.3.2. Integration Mechanism
3.2.3.3. Benefits
3.2.3.4. Cons
3.3. Connecting it
3.3.1. Managing culture
4. The relation betwee culture and structure
4.1. Culture & Structure
4.1.1. Departments and subcultures and assumptions
4.1.2. Authority and centralization
5. Unpacking Organizations
5.1. General definitions
5.1.1. Key Elements
5.1.1.1. Goal (contrast with a party)
5.1.1.2. Cooperation (Contrast with a crowd)
5.1.2. Organizational Challenges
5.1.2.1. Goal Issues
5.1.2.2. Coordination issues
5.2. Scientific Management (Frederik Taylor)
5.2.1. 4 Principles of Scientific Management
5.2.1.1. 1. Developing a science of work
5.2.1.2. 2. Scientifically selecting and training the employee
5.2.1.3. 3. Combining the sciences of work and selecting and training of employees
5.2.1.4. 4. Management and workers must specialize and collaborate closely
5.2.2. How to apply the theory
5.2.3. Limitations
5.3. Human Relation (Elton Mayo)
5.3.1. 8 Principles of management
5.3.2. How to apply the theory
5.3.3. Limitations
5.4. Sensemaking
5.4.1. Sensemaking terms
5.4.1.1. Ongoin
5.4.1.2. Retrospective
5.4.1.3. Plausible
5.4.1.4. Image
5.4.1.5. Rationalise
5.4.1.6. People
5.4.1.7. Doing
5.4.2. Managing entails framing
5.4.2.1. Framing
5.4.2.2. Sensegiving
5.4.2.3. Sensebreaking
5.4.3. How to apply the theory
5.4.4. Limitations
6. Organizational Structure
6.1. Vertical Differentiation
6.1.1. Tall vs. flat structures
6.2. Horizontal Differentiation
6.3. Centralization
6.4. Formalization
6.5. Integration Mechanisms
6.6. Coordination/Interdependence
6.6.1. Technology
6.6.2. Task Interdependence
6.6.3. Coordination Mechanisms
6.7. 5 parts of organizations
6.7.1. Strategic Apex
6.7.2. Middle Line
6.7.3. Operating Core
6.7.4. Technostructure
6.7.5. Support Staff
6.8. Mechanic vs. organic
6.9. Bureaucracy
6.10. Mintzberg's 5 contingency forms
6.10.1. Simple Structure
6.10.2. Machine Bureaucracy
6.10.3. Proffessional Bureaucracy
6.10.4. Divisional Form
6.10.5. Adhocracy