question 1 write a debate between two teams

Questions 2 form question that each team will ask the other

question 3 writing a closing statement

The debate should be on the paradox of control and chaos 1. Managers are driven by a desire to control "In short, to be a manager is to have the desire to be in charge." This summarizes the foundational motivation behind managerial rolescontrol is central to leadership identity. 2. Control is necessary to guide organizational direction "Managers cannot afford to let their organizations drift on the existing momentum." Without control, the organization risks losing direction, becoming reactive rather than strategic. 3. Control allows strategic alignment with the environment "It is a manager's task and responsibility to ensure that the organization changes in accordance with the environment, so that the organizational purpose can still be achieved." Control is a tool to adapt and realign the organization as external conditions shift. 4. Top managers require power to effect meaningful change "They need to have the power to make the necessary changes in the organizational structure, processes and culture, to realign the organization with the demands of the environment." Control is not about micromanagement but about steering the organization on a macro level. 5. Strategic control is different from operational control "Strategic control gives managers influence over changes to the organizational system itself... operational control gives managers influence over activities within the current organizational system." This distinction emphasizes that real leadership is about shaping the system, not just running it efficiently. 6. Control is needed in political, cultural, and psychological arenas "This power... needs to be applied towards gaining sufficient support in the political arena, challenging existing beliefs and behaviours in the cultural arena, and winning the hearts and minds... in the psychological arena." Effective control spans beyond structureit must influence people, culture, and perceptions. 7. Too much control is impossible and counterproductive "Trying to control everything would be a futile endeavour." Leaders must recognize the limitations of control in complex, human-centered systems. 8. The paradox: leaders must control and also let go "This duality of wanting to control the development of the organization, while understanding that letting go of control is often beneficial, is the key strategic tension." Leadership today is about balancing control and empowerment, not choosing one over the other. From the Organizational Leadership Perspective (Control is necessary and positive) 1. Top management must take control:"Top management can - and should - take charge of the organization." 2. Order requires the visible hand of leadership:"Organizational order and direction do not happen spontaneously, the 'visible hand' of management is indispensable for the proper functioning of the organization." 3. Leadership demands effort and personal influence:"Managers cannot afford to take a laissez-faire attitude towards their task as leader - to lead means to get the organizational members to follow, and this is usually plain hard work." 4. Leaders should not give up control:"What leaders should not do, however, is relinquish control over the direction of the organization." 5. Without control, the organization drifts:"If leaders let go of the helm, organizations will be set adrift, and will be carried by the prevailing winds and currents in directions unknown." 6. Control ensures strategic direction:"Leadership is needed to ensure that the best strategy is followed." 7. Leaders must overcome resistance and inertia:"Leaders should strive to overcome organizational inertia and adapt the organization to the strategic direction they intend." Definition and Perception of Chaos: * "To managers the term 'chaos' sounds quite menacing - it carries connotations of rampant anarchy, total pandemonium and a hopeless mess." * "Yet, chaos only means disorder, coming from the Greek term for the unformed original state of the universe." * "In the organizational context, chaos refers to situations of disorder, where phenomena have not yet been organized, or where parts of an organizational system have become 'unfreezed'." Chaos as a Prerequisite for Renewal: * "A period of disorganization is often a prerequisite for strategic renewal." * "Unfreezing existing structures, processes, routines and beliefs, and opening people up to different possibilities... is usually necessary to provoke creativity and to invent new ways of seeing and doing things." Encouraging Innovation: * "By allowing experimentation, skunk works, pilot projects and out-of-the-ordinary initiatives, managers accept a certain amount of disorder... which they hope will pay off in terms of organizational innovations." Chaos and Self-Organization: * "The most appealing effect of chaos is that it encourages 'self-organization'." * "A lack of top-down control frees the way for a rich diversity of bottom-up ventures." Chaos as a Creative Force: * "Chaos does not necessarily lead to pandemonium, but can result in a self-regulating interplay of forces." * "Instead of the 'visible hand' of the central planner... it was the 'invisible hand' of the market that created relative order out of chaos." Managerial Role in Chaos: * "Managers who also want to release the energy, creativity and entrepreneurial potential pent up in their organizations must therefore be willing to let go and allow some chaos to exist." * "The role of top management is comparable to that of governments in market economies - creating suitable conditions, encouraging activities and enforcing basic rules." Key Information about Chaos: 1. Chaos contrasts with control:"Gaining a considerable level of top management control over the development of the organization will to some extent be at odds with a policy of accepting, or even encouraging, organizational chaos." 2. Emphasis on self-organization:"Managers should not focus their energy on attempting to impose developments top-down, but rather focus on facilitating processes of self-organization." 3. The myth of the heroic leader:"Such a heroic depiction of leadership is understandable, but usually more myth than reality." 4. Organizations as complex systems:"Organizations are complex social systems, made up of many 'stubborn individuals' with their own ideas, interests and agendas." 5. Limitations on control:"Taken together, the political, cultural and learning dynamics leave top managers with relatively little direct power over the system they want to steer." 6. The danger of control killing innovation:"If managers emphasize control, all they will do is run the risk of killing the organization's ability to innovate and learn." 7. Chaos fosters creativity:"New ideas often start 'in the margins' of the organization and grow due to the room granted to offbeat opinions." 8. Encouragement of bottom-up change:"Only if employees have a certain measure of freedom and are willing to act as intrapreneurs, will learning and innovation be an integral part of the organization's functioning." 9. The value of chaos:"A certain level of organizational chaos can create the conditions for development." 10. Managerial role in chaos: "Managers' most important task is to ensure that the 'invisible hand of self-organization' functions properly and does not lead to 'out-of-hand disorganization