Introduction
Managing organizations is a complex task that requires a look at various dimensions. Through his book, images of organization, Morgan is able to capture a series of elements needed to bring different aspects of the organization. This author utilizes metaphors to internalize the organization. (Morgan, 1997) Furthermore, the book depicts managers as people who take initiative, have view points and are affected by others. Besides the latter, the book also brings out the fact that in order to understand organizations is best to rely on a series of theories rather than relying on one. This is because over-emphasizing on one theory can result in misunderstanding other theories.
In the book, each chapter is dedicated to one metaphor or image and through it; one can understand the intricacies of organizational management. Examples of the images include understanding organizations as organisms, as machines, as political systems, as psychic prison, as flux and transformation, as culture, as brain and lastly as instruments of domination. This particular essay will focus on organizations as political systems
PART A: BACKTARCK
Morgan believes that in order to understand one system, it is necessary to describe it in the form of another. This is the reason why the author uses the images that are carried out throughout his book. Since all theories have some sort of generalization, then it becomes necessary for one to use images in order to understand these theories. (Morgan, 1997)
A word of caution is necessary when trying to place these images in context. First of all, when one utilizes images, then chances are that that time will be one sided. Secondly, the application of metaphors in pieces of writing can create distortions. Thirdly, creating one's view point based on one image alone causes one not to understand the same view point through other images.
Despite these deficiencies, images cannot be eliminated or ignored from any piece of the writing. The most important factor to remember is that one image is not enough to understand organizations. This also means that the use of complementary images in any piece of writing is essential in conveying the full meaning of the subject matter. In Morgan's book, he uses images to help the reader understand organizations. However, if the reader is no careful then he/she can b blocked from seeing the bigger picture through these images.? Morgan is able to cope with these drawbacks by providing the reader with a wide range of perspectives which complement one another and engage the reader in different ways. (Handy, 2003)
When Morgan depicts organizations as political systems, he is trying
Sometimes organizational politics may be open while in other scenarios is may be hidden. Usually, the overriding factor in either scenario is that individuals or groups each have their own interests. Sometimes these interests may benefit the organization or they may hamper it. Either way politics does exist within the organization when special interests arise. In other words when one party is fighting for its special interest, it may conflict with another which may oppose those special interests thus corresponding to political systems.
The book's use of organizations as political systems is also quite appropriate owing the fact that organizations also register conflicts as do political systems. (Morgan, 1997)Morgan explains that conflicts within organizations arise out of the need to compete and collaborate with one another at different instances. Because of these diverging needs, then people are bound to have conflicts with one another. Actually, the very nature of the organization encourages conflict because it shows members of the organization liverpool camiseta 2011 that they ca get opportunities or advance in their careers by competing with one another. (Torbert, 2000)
The book cites the use of hierarchical charts as an example of how conflicts arise in organizations. Hierarchy can cause cooperation because it represents a central mechanism in which individuals can work together. On the other hand, it also creates some competition because it motivates specific individuals to yearn for higher positions in those hierarchical systems. In the end, this creates conflicts amongst them and thus makes organizations appear like political systems
This image is also an accurate depiction of organizations because the latter entities both have power struggles. According to the author, power can either be a relationship or a resource. In other words, it signifies the level of mutual dependence between parties within an organization. Also, power allows an individual to define the reality of others by doing what the power holding individual desires. While this definition is a wide one, it is rather ambiguous because Morgan did not give the exact scenario in which mutual dependence is depicted. In fact, it seems as though the actor with more power is the one who determines another's fate and not vice versa. (Morgan, 1997)
Morgan also brings out a number of issues concerning the people's right to determine their own destiny. He uses the terms autocracy and democracy. His depiction of the organization in this respect makes sense because he approaches this is using a realistic point of view. He clearly brings out the fact that there can be an idealistic point of view where a corporation is democratic. However, this rarely occurs in the real world. This is because even in institutions that may be perceived as democratic (such as cooperatives), there are still certain groups that have the mandate to make decisions affecting other members of the organization. Hence this may be perceived as an autocratic system of power. (Handy, 2003)
In the book, Morgan argues that the very nature of the system does not permit democratic institutions. There is a certain form of logic that governs an organization and this may sometimes conflict with the rights of liverpool camiseta 2011 the people. All in all, it becomes necessary for managers to consider the greater good of the organization than these democratic rights; the overall result is an autocratic system. Additionally, managers or organizational heads have the mandate to carry out certain obligations that may not necessarily be popular actions amongst employees. (Morgan, 1997)
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