Organisational Control in University Management: A Multiparadigm Approach on the Example of the University of Tartu
Date
2014-09-01
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Abstract
Tuginedes erinevate teadusfilosoofiliste paradigmade (modernistlik, sümbolistlik ja postmodernistlik) sünteesile on doktoritöö eesmärgiks välja töötada teoreetiline raamistik organisatsioonilise kontrolli mõistmiseks Tartu Ülikooli näitel. Antud eesmärgist kantuna, esimene ehk teoreetiline peatükk hõlmab organisatsioonilise kontrolli alaste käsitluste teadusfilosoofilist korrastamist paradigmade lõikes. Viimast silmas pidades tekib teoreetilises osas kontrollialase kirjanduse süstematiseerimine, mis annab lugejale ülevaatliku pildi sellest, kuidas vastavalt omaksvõetud teadusparadigmale on teadlased seni kontrolli olemust ja toimimist mõistnud. Teine ehk empiiriline peatükk rakendab kolme paradigmat Tartu Ülikooli juhtimisreformi uurimisel ning kolmas peatükk, sünteesides nii teoreetilist kui empiirilist peatükki kujundab metatasandil teoreetilise raamistiku organisatsioonilise kontrolli paremaks mõistmiseks.
Doktoritöö tulemusena ilmnes, kuidas organisatsioonilise kontrolli loomus sõltub suuresti tekkinud dominantsetest diskursustest ülikoolis. Doktoritööst selgus, kuidas sisuliselt juhtimisreformi raames tekkinud diskursused keskendusid olemasolevate tähenduste hoidmisele (nt identiteediküsimused), samas põrkuvad otsese vajadusega harjunud tähendusi muuta (nt harjutamine valdkonnapõhise identiteedi vormis mõtlemisega). Kokkuvõttes tõi doktoritöö välja, kuidas olulised muutused ülikoolis ei ole mitte pelgalt komplekssed, vaid tulenevalt ülikoolide traditsioonilisest töökorraldusest sageli ka poliitilistel võimumängudel baseeruvad. Kuna suuremastaabilisi muudatusi juhitakse tsentraalselt tippjuhtkonna poolt, siis võib muudatuste taga peituv argumentatsioon tavatöötajast kaugele jääda. Seetõttu, kuigi muudatuste mõju on hilisemalt kõigile tuntav, ent vähese dialoogi tekkimise tõttu loob see viljaka pinnase ebakindlust ja ärevust sütitavate ning organisatsioonilist kontrolli haarata püüdvate dominantsete diskursuste tekkeks.
The aim of the thesis is to offer a framework of organisational control that bases itself on the synthesis of multiple paradigms (modernism, symbolism and postmodernism) on the example of University of Tartu. That said, chapter one will tackle with complex nature of organisational control by mapping the fragmentation of existing control studies, then bringing out the essence of control via multiple paradigms in theory. Second chapter bases itself on multiparadigm research, which applies multiple paradigms witnessed in literature to study organisational control in university management. Finally, metaparadigm theory building chapter can be regarded as a conclusion and discussion that summarises both theoretical and empirical study in order to provide novel theoretical insights at the metalevel. Dissertation led to show how organisational control manifests in finding a strategic fit between sensegiving and sensemaking, a process, which is facilitated and negotiated by a paradox of sensekeeping and sensebreaking. By coupling sensekeeping with sensebreaking results in a paradox or a contradictory state of affairs where at one side there might be a need for a change, possibly with great reasons, yet from another side, these reasons or explanations are not strong enough to undermine the need to keep existing arrangements as they are. According to empirical phases of the thesis, strategic change processes tend to be not only highly complex and politically laden (since they have a great effect of large parts of the organisation), but due to the fact that as a rule they are driven by upper level managers, the communication over the argumentation for and about the essence of the change may stand too far from the organisational members (interpretive realities). Thus, as fundamental change in organisation has wide effects to many, yet the change process is usually managed by few there are lot of hidden possibilities of resistance and dominating discourses to emerge as an attempt to seek organisational control over the perceived uncertainties.
The aim of the thesis is to offer a framework of organisational control that bases itself on the synthesis of multiple paradigms (modernism, symbolism and postmodernism) on the example of University of Tartu. That said, chapter one will tackle with complex nature of organisational control by mapping the fragmentation of existing control studies, then bringing out the essence of control via multiple paradigms in theory. Second chapter bases itself on multiparadigm research, which applies multiple paradigms witnessed in literature to study organisational control in university management. Finally, metaparadigm theory building chapter can be regarded as a conclusion and discussion that summarises both theoretical and empirical study in order to provide novel theoretical insights at the metalevel. Dissertation led to show how organisational control manifests in finding a strategic fit between sensegiving and sensemaking, a process, which is facilitated and negotiated by a paradox of sensekeeping and sensebreaking. By coupling sensekeeping with sensebreaking results in a paradox or a contradictory state of affairs where at one side there might be a need for a change, possibly with great reasons, yet from another side, these reasons or explanations are not strong enough to undermine the need to keep existing arrangements as they are. According to empirical phases of the thesis, strategic change processes tend to be not only highly complex and politically laden (since they have a great effect of large parts of the organisation), but due to the fact that as a rule they are driven by upper level managers, the communication over the argumentation for and about the essence of the change may stand too far from the organisational members (interpretive realities). Thus, as fundamental change in organisation has wide effects to many, yet the change process is usually managed by few there are lot of hidden possibilities of resistance and dominating discourses to emerge as an attempt to seek organisational control over the perceived uncertainties.
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Keywords
Tartu Ülikool, organisatsiooni enesehindamine, koolijuhtimine, paradigmad, University of Tartu, organizational self-assessment, school management, paradigms