| Title of Work: |
A Case of Bridging Context and Theory in Complex Organization |
| Presenters, Majors: |
Curtis Turban, Criminal Justice/Sociology |
Abstract: The paper involves the review of existing complex organization literature and an observation case study to link the organization literature to an applied context. The specific literature relevant to the case study was selected from a broader array offered in an upper division complex organization class. The case study was based on observations of the systemic flow of the organization of a classroom setting at a Midwestern university in the United States. For my observations, I applied organizational theory on structure, communication practices, management, and leadership styles. To do this, I made observational notes on the class’s two parts, a large group setting run by the professor and a small group where the work was done. I then used my notes to draw conclusions. In my observations I was able to make two connections to organizational theory. First I was able to link Thomas’s (1994) “Power-process” perspective to characteristics exhibited in the small group decision making process. Second, I was able to identify characteristics in the group that fit with the Human Relations model in organizational theory. This paper provides contextual bridging between theory and practice. |
