Analysis of Images of Organization by Gareth Morgan - Essay Example

Literature Summarization- Chap 10 Order No. 511366 Chapter Introduction Gareth Morgan, in his management ic book d ‘Images of Organization’ enlightens us on the nature of change within organizations based on the theory of complexity and the metaphors that influence us within an organization. In chapter I, he enlightens us on the nature of the metaphor and the role it plays in understanding organizational behavior and management. Morgan explains how all the theories of organization and management are based on metaphors (implicit images) that “implies a way of thinking and a way of seeing that pervade how we understand our world generally." (Gareth Morgan, Chap. I) He explains that ‘Metaphor is inherently paradoxical in nature and has far reaching consequences. One major problem that faces modern management today is our mechanical way of thinking about organizations, that is so deeply rooted in us, that we find it find it very difficult to organize things in any other way. Chapter 2 – Mechanization Takes Command – Organizations as Machines In Chapter 2, (Morgan, 2006, pg. 11) enlightens us on how labor became revolutionized and how machines took command in the work place. In ancient times work was carried out in a very laborious way, making use of only manual labor. As time passed and people became more civilized they began making tools to assist them in their work. Nowadays, Mechanization has taken over every area of work making it much more easy for us than it was in ancient times. Productivity has increased a thousand fold because of the great transition from being a craft to factory production. (Morgan, 2006, pg. 11) However, in the course of this revolutioniaation in work culture, we have to bear the assault made on the human spirit. We have adapted ourselves to the machine age and have come to use machines as a metaphor for ourselves and the society at large, because we have to mold ourselves according to mechanical principles that have become part and parcel of our lives. Chapter 3 - Organization as Flux and Transformation Gareth Morgan, in chapter 3 of Organization as Flux and Transformation explains the importance of an ‘Open System’ that involves a continuous cycle of transformation, input, output and constructive feedback. In order to achieve such a harmonious working atmosphere it is imperative to maintain healthy relationships between the environment and the internal functioning of the organization. Referring to Humberto Maturana and Francisco Varlea, Morgan argues that their opinions on the ‘Open system’ differ as they feel that ‘all living systems are organizationally closed, autonomous systems of interaction that make reference only to themselves.” (Gareth Morgan, Chap. 3) He also argues that organizations are more ‘egocentric’ in nature as they have a fixed notion of their identity and guard the same at all costs. Chapter 4 – Organizational Theory, Design and Change In chapter 4 of Organizational Theory, Design and Change, Gareth R. Jones, sheds light on the process of ‘Differentiation’ where organizational tasks and resources are allocated to different groups of people through the division of labor. Such a setup is very common in organizations that are more complex because the division of labor is reasonably high than in small organization. Organizational roles are the foundation on which the whole structure of the organization rests and as such should be highly efficient and effective. In maintaining a balance between the different roles, managers specialize in some of them and get others who are specialized to share the responsibility. Specialization provides an opportunity for the individual to develop their knowledge and skills within specific areas and make use of them for better outcomes within the organization. Chapter 5- Organizational Theory, Design and Change Gareth R. Jones, in Chapter 5 of his Organizational Theory, Design and Change, sheds light on the hierarchy of authority that controls, coordinates and motivates organizational behavior. In this respect, Jones explains how managers play a pivotal role in exercising control over the different groups encompassed within the vertical and horizontal differentiations. However, it is difficult to gauge an individual’s performance due to specialization and division of labor. When problems arise within the organization, that is the time that hierarchy plays a major role, in sorting out the problematic issues. In dealing with problems related to Motivation and Co-ordination it is necessary to increase the number of managers to monitor and evaluate their performance and to reward employees by recognizing their hard work. Chapter 6- Organizational Theory, Design and Change In Chapter 6 of his Organizational Theory, Design and Change, Gareth R. Jones, sheds light on the structure of an organization in relation to its specialization and Co-ordination. He explains that the goals of any organization are realized by groups of people within the organization based on the common skills, expertise and resources they possess. Such a group is said to have a Functional structure and achieve their goals effectively when the working climate is one of harmony and satisfaction. When an organization expands, it becomes more complex giving rise to many problems such as communication, integration and problems related to customer and strategy. These problems can be solved by the organizational managers by bringing about new changes in the Functional structure to suit the changing times and thereby encourage better integration. Chapter 8 – Unfolding Logics of Change Gareth Morgan in Chapter 8 of his book enlightens us on the interconnected pattern between organization and environment in relation to development. The Theory of Chaos and Self-organization and the Complexity Theory give us insight as to how this occurs. Making use of physical experiments and computer simulation as metaphors, we come to understand the holistic Theory of Change. The complex nonlinear systems within organizations are characterized by both ordered and chaotic systems of interactions. Due to such internal complexity, disturbances are created and bring about unpredictable events and relationships that spread across the system bringing about patterns of change. However chaotic the system is, yet coherent order emerges, which is rather astounding. Chapter 9 - Organizational Design, Competences and Technology Jones, in Chapter 9 of Organizational Design, Competences and Technology sheds light on the meaning of technology explaining that it comprises of an amalgamation of skills, knowledge, techniques, equipment and raw materials. The technical complexity of the production process depends on the extent to which it can be programmed in order to control it and make it predictable. Technical complexity depends on the knowledge, skills and abilities of those working within an organization. The different types of technology are divided into four groups namely – 1) Crafts-work, 2) Routine manufacture, 3) Non- routine search and 4) Engineering production. Chapter 10 In Chapter 10, ‘The Challenge of Metaphor, Gareth Morgan tells us that organizations are not only multifaceted and complex but also paradoxical (Gareth Morgan, Chap. 10, pg.337) and this is the reason why the management finds it so difficult to deal with challenges that face them. This complex situation is quite evident in all the metaphors so far discussed. Each of these metaphors provides us with a different perspective and at most times could be confusing and misguiding. If we are able to comprehend each of these metaphors with an unbiased mind, it would contribute to enriching are understanding of the DNA that is encoded within the corporate culture of management and organization. These metaphors generate deep insights that are not only theoretical in nature but practical as well. Chapter 4 – Robbins- Dimensions of Organization structure Robbins, SP & Barnwell, N (2006) in Chapter 4, of ‘Dimensions of Organization Structure, explain many of the key factors that affect the smooth working, within an organization. They define complexity as ‘the degree of differentiation that is present within an organization. Horizontal complexity comprises of the number of segregated units for different tasks that are carried out by the organizational members and it also includes their educational training and administrative groupings. On the other hand, vertical differentiation includes the depth of the structure within an organization and it includes workers from the lowest level to the highest managerial levels. Summary In summing up chapters 1 to 10, we come across many key factors that have created a great impact in the workplace in the way we work. Chapter 2 sheds light on how mechanization had taken over since ancient times and has increased productivity to unimaginable extents with less labor. However, nowadays, man has come to depend more on machines than themselves. In this respect, Classical theorists have paid little attention to the human aspect of organizational culture. Though Classical theorists emphasize the need for good leadership, equity and initiative to influence motivation, yet, now they realize that a balance has to be stuck between the human and technical aspects within an organization, in order for it to be recognized as a harmonious environment. In Chapter 4, Morgan explains about the single and double loop working of the brain with special reference to bureaucratized organizations, pointing out that most often their “fundamental organizing principles often operate in a way that actually obstructs the learning process." (Gareth Morgan, Chap. 4) He says that there is a great need for such organizations to detect early warning clues and make relevant shifts in the trends and patterns while embracing organizational change. In Chapter 8, Morgan sheds light on how order emerges even in complex and chaotic systems and effect change. He explains that if there is a reasonable degree of internal complexity and instability within an organization, it paves the path to change. Random fluctuations or disturbances will automatically organize themselves in a coherent form and influence the system to bring about change- both qualitative and quantitative. Gareth Morgan, in Chapter 10, ‘The Challenge of Metaphor, explains how the different metaphors influence our way of thinking and reacting. Each metaphor presents us with a different point of view and that at most times may mislead our decisions. He tells us that it is imperative to have a deep understanding of the different metaphors that can be adapted for theoretical and practical purposes and thereby bring about a harmonious environment within an organization. He explains that if we master the understanding of the different metaphors, the insights of one metaphor could help us greatly to overcome the limitations posed by another metaphor. Gareth Jones, in Chapter 6 of his Organizational Theory, Design and Change enlightens us on the Functional Structure of an Organization and says how it becomes more complex as the organization expands and leads to Divisional Structure. Due to the horizontal and vertical differentiation that takes place, it is imperative to integrate the organization in a more efficient manner. In order to increase control over the organizations activities both vertical and horizontal differentiation is very necessary for the smooth functioning of the organization and its integration. In this respect, the Divisional Structure is much more effective as it creates smaller subunits that can be easily managed. In chapter 4 – Dimensions of Organization Structure, Robbins explains how it is important to divide work according to the skills of a person. Every organization needs different types of people to perform different types of tasks. No individual is completely self sufficient and able to carry out all the tasks by oneself, hence an organization depends upon having a highly skilled group of people as well as people who are not so skilled but can perform other tasks. Robbins also explains that to manage such diverse groups of people, policies governing the framework of these organizations are implemented in order to guide decision-making in the right direction. Gareth R. Jones, in Chapter 5 of his Organizational Theory, Design and Change, explains the importance of hierarchy in controlling the vertical and horizontal groups of employees for better outcomes. In this hierarchy of authority, managers play a crucial role not only by exercising their control over their employees but also motivating them and recognizing their contribution towards the organization by appreciating their work and rewarding them. Managers are also responsible to maintain a balance between the authorities and the employees so that both sides would have faith and trust in them and work for the progress of the whole organization. The Span of Managerial Control depends upon the manager’s ability to supervise the different groups of subordinates efficiently. In chapter 4 of Organizational Theory, Design and Change, Gareth R. Jones, explains about the organizational roles of the manager in relation to the different groups of people working within an organization. Division of labor and specialization are found in complex organizations that are huge. In such organizations, managers play key roles in maintaining a healthy balance between the authorities on one hand and the employees on the other. Managers specialize in some of the areas of work and employ others who are specialized in other areas, so as to carry on production in a smooth and efficient manner. By interlocking their roles, managers are in a position to exercise their authority and keep control of their employees by coordinating and motivating them by keeping the interests of the organization at heart. Speaking on the ‘Open system’ in Chapter 3, Morgan argues that organizations are more ‘egocentric’ and try to guard their identity at all costs. He explains that there are potential ramifications in an organization that is egocentric. In explaining this, Morgan gives us the example of the ‘Butterfly effect’ stating how a small change within an organization could have far reaching effects. However, in bringing about effective change, Morgan gives us five guiding points which are – 1) Rethinking what hierarchy and control mean, 2) Learning the art of managing, 3) learning the method of using small changes to create huge effects, 4) encouraging continuous transformation, and 5) Being open to new metaphors that facilitate self-organization. In Chapter 9, Jones speaks on technology saying that it comprises of knowledge, skills, abilities and raw materials that are made use of in an efficient manner for the progress of the whole organization. Tasks are interdependent on each other and create an impact on the technology and structure within an organization. Making use of such technology in an efficient manner would reflect the success of the whole organization. Key References 1- Morgan, G. 2006. Images of Organization, Sage Publications, London. ( chapter 1, 2, 3, 8, 10)  2- Jones, G. 2010. Organizational Theory, Design, and Change. 6th Ed., Pearson Prentice Hall,  New Jersey. ( capters: 4, 5, 6, 9)  3- Robbins, S. and Barnwell, N. 2006. Organization Theory: Concepts and Cases. 5th Ed., Pearson Prentice Hall, Frenchs Forest. (chapter 4 only)  Read More