Morgans Metaphors in Organization Analysis - Essay Example

Running Head: ORGANIZATION ANALYSIS: MORGAN’S METAPHORS Introduction Multi-perspective approach proves instrumental in conducting an objective analysis within structures of any given organization. This practice could find intensive application within the social, political and even the economic sectors in the society. Multi-perspective analysis approach utilizes aspects of various theoretical constructs in evaluating the key elements of an organization. Unlike a single approach, multi-perspective approach possesses minimal effects of partiality. Analysis procedures approve application of more than one way of developing a comprehensive meaning of any given situation. Dunford and Akin (2008) says that this approach allows the user to have two or more visions and perceptions about integral elements of a given situation. In the context of political organization analysis, users of multiple perspective tools can utilize techniques of multiple approach in minimizing ambiguities, and contradictions resulting from narrowed perception models. In its practical application, the approach uses metaphors or illustrative mechanisms as the basis of developing implicit arguments from a given angle of perception. Metaphors facilitate development of deep perceptions through utilization of rational viewpoints in evaluating the functional elements of an argument. In this essay, we will carry out a multi perspective approach in analyzing an organization of choice. Qatar’s Government as an Organization As states earlier, this approach finds substantial application during analysis of political as well as social aspects within a given society. In this context, we will evaluate Qatar government using the approach in order to develop an objective understanding from postulates of some adopted metaphors. Qatar is a sovereign state located at the lower sides of the larger Western Asia region. It is a small country with a population of approximately 2 million people as per the 2012 census statistics. It is an Arabic speaking country with a constitutionally recognized monarchy system of government. The country is currently headed by Sheik bin Khalifa with a title of The Emir, which simply means a ruler or a king. According to Khurana (2013), Qatar is an oil rich country with about 70% of the gross national income attributed to the oil business. Qatar adopted a new constitution in 2005, which provides limited but significant freedom of democracy to the nation’s citizens. Its government structure comprises of ministries, national councils and other relevant government agencies. According to Khurana (2013), Emir of the state is the head of cabinet and stands as the commander-in-chief of the armed forces. In Qatar, Emir is entitled with the mandate to appoint ministers and other senior officials within government institutions. Within the nation’s governance structure is a prime minister, whose duty includes supervision and coordination of efforts from the different branches of government. According to Luthans (2013), ministers are charged with the responsibility of planning and executing public policies and national programs. In the recent past, Qatar staged a government restructuring exercise on its ministries and supreme councils. Typical development within the restructuring process included modernization of governance through integration of technological systems, and formulation of clear, non ambiguous mandates for each ministry. This process aimed at facilitating realization of outcome-based governance and informed decision making processes. Senior management within the nation realized the need to adopt structures that will fast-track institutional reforms and national development. This was in line with the country’s national vision for the year 2030, which strives towards improved social, economic and political development. Ornstein (2011) assert that specific provisional objectives of the vision include enhanced capacity and transparency within the public sector, and development of appropriate infrastructure for the 2022 World Cup event. In addition, the vision seeks to create a sustainable business environment accompanied by substantial space for civil rights. Organizations as Machines The first metaphor adopted by Morgan suggests that there is a close resemblance between organizations and the literal meaning of machines in their functioning. This features as the most simplistic approach of describing an organization. It derives its understanding from the principles of scientific management, which is commonly termed as Taylorism. According to Chandra (2004), this metaphor acknowledges utilization of phrases like centralism, top-down or bottom-up structures and division of labor. Principles of scientific management resemble technical operation of machines because each part of a machine has a specific function to perform. In this regard, the entire objective of producing the required energy output from a machine is divided into simple and related action mechanisms. These mechanism actions subscribe to theory of efficiency where every function performed should possess significant aspects of precision and accuracy. In this regard, the metaphor of organization as machine advocates for evaluation of an organization in terms of work specialization and division of labor. According to Greenberg and Smith (2003), it postulates that employees within an organization are mandated by work policies to execute a specified set of production processes. In this regard, efforts of each production team will be measured from the production level achieved at the end of production. As a machine works, all the little efforts provided by independent teams are interrelated with each other. In this case, they are all directed towards accomplishing a common organizational objective. Organization as Flux and Transformation The second metaphor adopted by Morgan perceives organizations as systems experiencing consistent change. In addition, the writes suggest existence of inherent attributes which qualifies organization to resemble flux movements. In this regard, physical qualities of mass flow, including stability, energy dissipation and eddy formation finds integral application in describing functioning of organizations. Morgan suggests that one should think of an organization as a flowing stream whose flow patterns and behavior depends on internal factors like velocity, and external influences from the immediate solid boundary of the flow channel. According to Champoux (2013), this metaphor strives to provide a deeper understanding on organizational functions which depend largely on both internal and external forces. In this case, the metaphor views organizations as an integral part of the larger environment in which it operates, and that it cannot be separated to operate independently. This relates to the fact that flowing streams within a flow channel cannot be separated from the contact solid boundary of a pipe. In this case, channels behave as per the dictates of factors influencing flowing patters within a flowing stream. Organization as systems of change provides an insight concerning the manner in which change and transformations happens within a turbulent environment. Typical postulates adopted within this metaphor suggest that organization leaders cannot prevent or even control change. This means that change and transformation are inherent emergence from the surrounding environment. It places managers and organization planners in a position of no control in relation to managing change within a system. According to Champoux (2013), the postulate views managers and leaders as supplementary parties in change process. Their function involves the ability to facilitate adoption of change and transformation within their professional jurisdictions. This suggests that order and transformation emerges naturally within an environment characterized by chaos and disorderliness. Choice of the Two Metaphors Morgan’s text of organizational behavior contains eight metaphors on the nature and functioning of integrated production units. However, I decided to select the two metaphors of organizational change as a flux and that of organizations as machines. Choice of these two metaphors bases on the need to understand the integral functioning of an organization in managing its productivity. The metaphor of an organization as machine provided a detailed understanding as to existence of labor division within organizations. According to Venkat (2010), the metaphor operates with the principles of scientific management, which provided objective understanding on the nature of production processes. Other metaphors of Morgan like that of organization as brain or that of organization as organism fails to account for the need of efficiency in organization’s management. Organization as brain deals with the flow of information from one structure of management to another. On the other hand, organization as an organism treats management as an inheritable feature within an organization. In this regard, it fails to objectively acknowledge that management is a skill developed by individuals through evidence-based learning and educational processes. Venkat (2010) says that organization as machine serves as the best metaphor for explaining efficiency in productivity within a system. Choice of organization as a flux system on transformation features as another best option from the available metaphors of change. This metaphor highlights on the importance of both the internal and external environment in influencing emergence organizational change. According to Champoux (2013), organization as a flux in transformation operates with similar concepts as that of organization as an organism. However, the flux metaphor provides in-depth analysis on the need for change within a business or political environment. Managers and other leaders cannot formulate change strategies without thorough consideration on the forces outside their management premises. In this regard, management operates as a stable system until necessity dictates requirement of a change process. The metaphor provided informed understanding on change processes adopted by organizations in modern dynamic environments. Political systems strive to create governing structures that favor development of positive international reputations. In this case, political leaders have to select the best approach in moving towards achieving change objectives. Therefore, organization as a flux and change serves as the most appropriate metaphor in accounting for changes within the Qatar government. Analysis of Organization as a Machine Division of Labor Members of the Consultative Assembly will be elected by member of the public for the first time in June 2013. According to Luthans (2013), two thirds of the 45-member house will receive election opportunities through public democratic processes. On the other hand, the Emir nominates a third of the assembly’s population. Constitutional mandates for the assembly include the responsibility to approve national budgets and vetting of public officers. This enhances power separation and division among various institution of governance. Supreme council maintains the chief role of justice provision and supervision of legal matters within the nation. In this case, we can acknowledge the fact that Qatar adopts power separation within its governance. This falls within the theoretical provision of labor division in Morgan’s concept of organization as a machine. Skill Requirements Apart from division of labor, Qatar governance comprises of significant aspects of skill-set requirement in respective leadership positions. The country’s Emir is responsible for appointing individuals to ministerial positions. In the process of forming his cabinet, the Emir follows the due process of ensuring acquisition of skilled and educated members of the society. Luthans (2013) says that in September 2007, Emir Hamad bin Khalifa appointed new persons to assume various ministerial positions within his government. In the process, the leader appointed Yusif al-Kamal as the finance and economic minister. In addition, Saad bin Ibraim was considered for the education ministry vacancy. Yasif, the current minister of finance has wide experience in economic background having served in various positions within the private sector. In 2005, Yusif was the managing director for Qatar’s commercial bank. He holds a bachelor’s degree in economic s and statistics from Purdue University. On the other hand, Saad is a professor of mathematics lecturing at Saudi Arabia’s university prior to his appointment. According to Khurana (2013), both the two ministers possess excellent academics qualifications within their respective ministerial positions. Selection within the other positions followed similar procedures of acquiring qualified persons to lead the 22 ministries. In this regard, Taylor’s principle of skilled labor force finds application in Qatar’s governance. Time and Motion in Performance Khurana (2013) states that in the recent past, Qatar’s government adopted a vision strategy dubbed Qatar’s National Vision 2030. This documentation provided detailed courses of actions aimed at placing the nation in a competitive global position in terms of social and economic aspects. Based on the principle of division of labor, the minister for planning and development is technically responsible for the vision 2030 package. Planning and execution of actions contained within the vision strategy possess elements of time sensitivity. In essence, Qatar strives to accomplish certain predetermined objectives by 2030. In this case, Taylor’s concept of time and progress in management fits exactly into organization and machine metaphor. Morgan emphasizes that organizations resembles machines in performance. Machines productivity is measured in terms of output for a given unit of time. In this context, Qatar’s management expects to measure performance progress in relation to time factor. Gareth (2006) says that according to principles of scientific management, maximum productivity can only be achieved when task performance and output are synchronized with time. In this case, time features as a central factor of production. In this context, Qatar’s government as an organization operates with typical aspects of machine metaphor. Organization as Flux and Transformation Practical organizational management also contains main elements of the flux and transformation metaphor. Morgan asserts that change in an integral part of organizations within economic and even political sectors. Dynamic political environments require adaptation and improvement of public governance in order to enhance efficiency and productivity. Qatar’s government is at the forefront in practical application of flux and transformation theory. Prior to the year 2005, Qatar operated with the old constitution formed during the colonial periods. However, government systems and interested civil societies spearheaded development of a new constitution. Provisions within the constitution were meant to improve public service delivery and social justice within Qatar’s society. In addition, the new constitution would ensure transparency within public sectors. In the long run, the law would facilitate value creation within the public sector; hence improving the nation’s international image. Apart from the new constitution, there were significant modifications to other subsidiary laws within government agencies. All these change enhanced the aspect of modernization and improvement within the public sector. Modernization of Institutions With respect to the metaphor of flux and transformation, Morgan provides a means through which one can comprehend changes within a turbulent political environment. Qatar’s old constitution could no longer address the social and economic needs of the population. As a result, government institutions concerned with social justice were under pressure from civic societies and international community to adopt a new and rational set of national laws and regulations. Champoux (2013) agrees that pressures to the government relates to the aspect of tension and conflicts witnessed within organizations prior to change. On the other hand, the metaphor acknowledges that change emerges naturally as a result of the changing environment within the internal and external premises of an organization. The dire need for a new constitution by Qatar’s population was motivated by modernization of government institutions within other sovereign states across the globe. In this case, the surrounding natural factors of globalization served the purpose of naturally propagating emergence of change within the government. In the process of planning for the required modernization, Qatar’s government has pledged to improve public service delivery through utilization of appropriate technological tools. Qatar’s government realized that other nations across the globe have achieved significant national development through modernization of institutions. In this regard, efforts were availed to ensure restructuring of governance facilities and equip them with appropriate technological tools. In addition, the government needed new and skilled human resources capital to execute various duties within the modernized public institutions. According to Greenberg and Smith (2003), this started with appointment of qualified ministers to formulate long-term strategic goals for different sectors within the society. Upon development of modern centers, ministers were responsible for hiring new employees with relevant skills in leadership and public administration. Currently, Qatar has reformed its public sectors through consistent and efficient utilization of information technology by public institutions. Leaders in Change Implementation With respect to achievement of institutional change, theory of flux and transformation finds primary application via leadership programs. As a qualified ministry leader, Saad managed implementation of the required reforms within the education sector. Subordinate technical teams were acting under directions provided by the minister. In this regard, the minister played a significant role in facilitating creation of the appropriate culture for change. This falls squarely under the principles provided by organizational change in the metaphor of flux and transformation. According to Champoux (2013), Morgan’s metaphor argues that leaders within a turbulent organizational environment do not create change. They serve as enables for change implementation. In this regard, Qatar’s leadership under the ministry programs enabled middle level leaders and employees to focus on creating change. In addition, ministers followed what other successful governments did in order to improve their systems. Preparation for the World Cup Utilization of information technology within the nation’s justice system resulted in faster service delivery and improved transparency. This was in preparation for the national event of hosting the 2022 World Cup. Justice system is one of the requisite infrastructures for the event. According to Ornstein (2012), Qatar considers the possibility that World Cup events could result in multiple legal requirements from domestic and foreign visitors. In this regard, quick and efficient delivery of court verdict would be instrumental in addressing judicial service requirements for the 2022 event. Qatar’s justice minister, Hasan bin Abdallah, adopted this idea of judicial information technology from the neighboring state of Saudi Arabia. This instance relates to flux and transformation metaphor because the nation’s governing institution in subject followed what other nations have implemented. In this case, Qatar’s justice ministry was not motivated by the rules of cause and effect relationship within their government. It was motivated by the need to adopt an appropriate change based on tension created by change in global governance. Critics on Benefits and Weaknesses Metaphor of organization as a machine proves resourceful and applicable within practical organizations in the political sector. As extrapolated in the analysis stage, Qatar’s Emir adopted the principles of skilled-based labor force in appointing a team of qualified ministers. In addition, introduction of time based performance management related to the concept of time and motion seen in Taylor’s principles of scientific management. These examples serves as illustrations on the role played my theoretical work of metaphors in understanding organizational behavior. According to Venkat (2010), the metaphor fails to account for the need of change within the governance system. It emphasize on aspects of scientific skills and quantitative productivity. Strict adherence of to rigid structures could present challenges to organizations operating within modern dynamic environments. With respect to the metaphor, machines operate under rigid and predetermined conditions only. Venkat (2010) says that it does not possess qualities for flexibility resulting from changes within the external environment. In this case, Morgan’s metaphor of machine does not supplement sufficient information for understanding organizational dynamics. Principles provided by the flux and transformation metaphor possess both the negative and positive aspects in its operations. In actual application of the metaphor, Qatar’s government considered that it would be appropriate to restructure its systems because of changing governance within the global platform. Qatar acknowledged that possibilities of hosting an international function like World Cup required appropriate change within its public administration sectors. According to Venkat (2010), flux and transformation metaphor guided procedural exercises meant to select appropriate technological tools for the justice system. Additional benefits resulted from the needs of ministers to enable and facilitate creation of suitable organizational culture for implementing adopted changes. However, strict emphasis on natural emergence of change within the metaphor’s principles present constrains to innovative management within the nation’s leadership. Gareth (2006) says that flux and transformation metaphor assert that leaders should sit and wait for organizational environment to become turbulent in order to consider change actions. It does not appreciate the need of planning for the future through forecasts and research based decision making processes. Reflection: Importance of Multi-perspective Analysis .According to Akin and Dunford (2008), multi-perspective analysis comprise of technical, organizational and personal elements of perspectives. In this case, an individual may form a subjective judgment based on his or her personal perception. However, technical or even organizational analysis may facilitate acknowledgement of positive management traits practiced by leaders within a given organization. Integration of metaphors in analysis would require individuals to ascertain validity of claims insinuated by those metaphors. In order to arrive at a rational conclusion, the best technique of the management metaphors in subject would be to conduct a multi-perspective analysis. Technical Perspective Technical analysis facilitates development of insight on the nature of production mechanisms adopted by an organization. Knowledge on the technical aspects of an organization provides indications as to the necessary changes required within the systems department. With respect to that of Qatar’s government, technical approach derives its roots from the metaphor of machines. Morgan’s perception of organizations and machines allows an individual to acknowledge application of scientific management principles in organization’s functions. Akin and Dunford (2008) agrees that this approach establishes an objective relationship between cost of executing production services and the resultant outcome from the committed resources. On the other hand, technical analysis allows recognition of technical skills and expertise in job performance. In this context, one could understand Qatar’s government from assessing its technical aspects of professionalism with respect to its workforce skill-set. In the event that an organization lacks required technical infrastructure, necessary changes can be implemented with the help of theoretical principles like metaphor of flux and transformation. Organizational Perspective Organizational approach emphasize on the importance of analyzing organizational structures from a culture-based approach. This recognizes that organizations operate with definite structures outlining flow of power and authority from one group of stakeholders to another. In this case, technical improvement and changes cannot be made without permission from a recognized authority. According to Joiner (2007), this approach provides an opportunity for creating a contrast between different organizational cultures. Organizations applying appropriate management structures like matrix, which advocates for delegation of duties could spur faster developments that bureaucratic institutions. With respect to Qatar’s government, ministers cannot execute crucial duties without permission from the Emir and the prime minister. In this case, one can understand that organizational changes results from corporation between individuals within the various levels of management. Qatar’s top leadership can implement rapid changes by approving rational propositions from ministers and middle-level government officials. Personal Perspective Personal analysis in multi-perspective approach allows individuals to form subjective but informed judgments from facts collected within case studies. According to Cameroon and Green (2012), this category of perspective comes with recommendations on the most appropriate course of actions for practical situations. In the case of Qatar, personal perception would revolve around the role of monarchy government in facilitating national development. As seen within the government’s structure, Qatar’s Emir participates primarily in appointing ministers. In this case, there is a possibility that his appointments were inspired by personal interests rather that professionalism. In such cases, I would recommend specific action plans including the inappropriateness of ministers’ appointment by a sitting monarch power. Conclusion At this juncture, one can develop a comprehensive understanding and theoretical evaluation on organizational behavior. Theoretical assessments including the use of two Morgan’s metaphors enabled creation of a deeper understanding on the various frameworks used in organizational management. Apart from theory, information from the research and analysis of Qatar’s government leads to an approval of theoretical provisions in practical situations. Finally, the use of the two different metaphors in facilitated utilization of a multi-perspective approach in understanding the manner in which organizations work. In addition, different perspectives developed ascertain importance of analyzing organizations through multi-facet approach techniques. Reference List Akin, G. & Dunford, R. (2008). Managing Organizational Change: A Multiple Perspective Approach. Pittsburgh: McGraw-Hill Education. Cameroon, E. & Green, P. (2012). Making Sense of Change Management: Models and Tools of Organizational Change. London: Kogan Page Publishers. Champoux, J. E. (April 02, 2013). Organizations as Flux and Transformations. Super Business- Project Management Articles. Retrieved from http://www.super-business.net/Knowledge-Management/847.html Chandra, B. (2004). Principles of Scientific Management and Administration. Pittsburgh: PHI Learning Pvt., Ltd. Gareth, M. (2006). Images of Organizations. New York: SAGE Publishing. Greenberg, J. & Smith, R. T. (2003). Organizational Behavior: The State of the Science. New York: Routledge Publishing. Joiner, C. A. (2007). Organizational Analysis: Political, Sociological and Administrative Processes of Local Government. Detroit: University of Michigan Press. Khurana, H. A. (March 23, 2013). Qatar: Governance and Policy. TeachMideast. Retrieved from http://www.teachmideast.org/geography/qatar Luthans, F. (2013). Qatar Government and Legislatives. Hukoomi Qatar e-Government. Retrieved from http://portal.www.gov.qa/wps/portal/about-qatar/Government-Legislatives Ornstein, J. M. (December 8, 2012). Qatar’s 2022 World Cup bid Comes under Renewed Scrutiny. Middle-East Soccer. Retrieved from http://mideastsoccer.blogspot.com/2011/12/qatars-2022-world-cup-bid-comes-under.html Venkat, D. S. (July 13, 2010). The Eight Metaphors of Organization. Ribbonfarm. Retrieved from http://www.ribbonfarm.com/2010/07/13/the-eight-metaphors-of-organization/ Read More