Discussion:
The goals of theory are to predict, explain, and, possibly, control events. As a manager, why are these goals important to you? How does theory help you diagnose and understand new situations?
What is the difference between endogenous and exogenous variables? What effect does this difference have on your ability to explain, predict, and control the outcome (dependent variable)?
Most management theories are half-truths -sometimes the theory works and sometimes the theory does not work. Why? How do the assumptions and scope conditions of the theory create half-truths?
Different theory assumptions lead us to different questions. If you examined an organizational problem from a structural perspective, what are the important questions? If you examined an organizational problem from a conflict perspective, what are the important questions?
The scope of your theory is CCSU students. Is this scope too big, too small, or just right? How would you ensure that your test of your theory is compatible with your scope conditions?
You are conducting a research study. How large should your sample be and what are your constraints?
Reframing organizations
According to Bolman and Deal, when we no longer question our theories, our theories become our theologies. What are the dangers when our theories become our theologies?
According to Bolman and Deal, theories are "self-sealing". What do they mean? What problem does this cause for managers?
The authors of Reframing organizations propose that bad organizations continue unchanged for years. Why has nothing been done to change these organizations?