Flux Space

Understanding Organizations

Introduction

The management of organizations is a complex task that requires a look on different dimensions. Through his books, images of the organization, Morgan is able to capture a series of elements necessary to bring various aspects of the organization. The author uses metaphors to internalize the organization. (Morgan, 1997) In addition, the book portrays managers like people who take initiative, have points of view and are affected by others. Besides these, the book also highlights the fact that so understand organizations is preferable to rely on a series of theories, rather than relying on one. Because overstated a theory can be translated into theories of understanding each other.

In the book, each chapter is devoted to a metaphor or image and through it can understand the subtleties of organizational management. Examples include images of the understanding of organizations as organisms, as machines, as political systems, as psychic prison, as Flux and transformation, that culture, like the brain and finally as instruments of domination. This essay will focus on organizations as political systems

PART A: BACKTARCK

Morgan believes that to understand a system, it is necessary to describe the form of another. That is why the author uses images that are carried throughout the book. Being given that all theories have a kind of generalization, it becomes necessary for one to use images to understand these theories. (Morgan, 1997)

A word of caution is necessary when bringing these images into context. Firstly, when using images, then chances are that this time will be one way. Secondly, the application of metaphors in pieces of writing can create distortions. Thirdly, point of view to create a base image alone does not cause it not to understand the point of view even through other images.

Despite these shortcomings, images can be eliminated or ignored any piece of writing. The most important factor to remember is that the only image is not sufficient to understand organizations. This also means that the use of complementary images in any piece of writing is essential to convey the full meaning of the question. In the work of Morgan, he uses images to help the reader understand organizations. However, if the reader is not prudent when he / she may b blocked from seeing the big picture through these images. Morgan is able to cope with these problems by offering the reader a wide range of perspectives that complement each other and engage the reader in different ways. (Handy, 2003)

When Morgan depicts organizations as political systems, he tries to explain the fact that there are certain traits that political systems and organizations have in common. His use of concepts and theories in this image is accurate and appropriate. First, he asserts that the policy is represented in organizations when there are differences of interests and ideas within an organization.

While sometimes organizational policies will open in May in other scenarios is either masked in May. Usually, the most important factor in both scenarios is that individuals or groups each have their own interests. Sometimes these interests in May to benefit the organization or they may interfere. In any case the policy does not exist within the organization where the interests individuals arise. In other words, when a party is fighting for his own interest, it may conflict with another in May that oppose those interests corresponding to individuals and political systems.

Using the Book of organizations as political systems is also quite appropriate because of the fact that organizations are also experiencing conflict such as political systems. (Morgan, 1997), Morgan explains that the conflicts within organizations result from the need to compete and collaborate with each other in different jurisdictions. Because of these differing needs, then people are bound to be conflicts between them. In reality, the nature of the organization promotes conflict because it shows members of the CA organization they get opportunities or advance their career in competition with each other. (Torbert, 2000)

The book cites the use of hierarchical maps as an example of how conflicts arise in organizations. Hierarchy may 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 people to aspire to higher positions in hierarchical systems. Ultimately, this creates conflict between them and thus makes organizations are seen as political systems

This image is also a picture of organizations, since these entities have both struggles power. According to the author, the power can be either a relationship or a resource. In other words, it means the level of mutual dependence between parties within an organization. Also, the power allows an individual to define reality for others by doing what the power of restraint individual desires. If This definition is broad, it is rather ambiguous because Morgan did not give the exact scenario where mutual dependence is represented. In fact, it seems that the actor with more power is that which determines the fate of another and not vice versa. (Morgan, 1997)

Morgan also highlights a number of questions concerning the right of peoples to determine their own destiny. He uses the terms democracy and autocracy. His description of the organization in this context meaning because it addresses is to use a realistic standpoint. It clearly reflects the fact that there may be an idealistic point of view where society is democratic. However, this rarely happens in the real world. Even in institutions which may be perceived as democratic (such as cooperatives), there are still some groups who have the mandate to make decisions that affect other members of the organization. Hence this may be perceived as an autocratic system of power. (Handy, 2003)

In the book, Morgan says that the nature of the system does not allow institutions democratic. There is a certain kind of logic that governs the organization and this conflict may sometimes with people's rights. Overall, it becomes necessary for managers to consider the greater good of the organization that these democratic rights and the overall result is an autocratic system. In addition, managers or heads of organizations are mandated to undertake certain obligations which may not necessarily be popular actions among employees. (Morgan, 1997)

Therefore, these managers to continue their work regardless of the outcome. Overall, it is the responsibility head of the organization to ensure that the company survives and this may not go hand in hand with democratic principles. With such a realist position, it is possible to understand why power is generalized as common in organizations and political systems. (Torbert, 2000)

Relevance using Morgan's image may also be represented by Morgan explanations of sources of power. He insists that organizations need these sources to have different platforms to solve their underlying problem. Some sources described in the book include

• Formal authority
• Limited resources supervisory
• Rules and Regulations
• Decision Process Control
• Knowledge and information literacy;
• Control limits
• Alliances and networks
• Management sense
• The use of power already
• Etc. (Morgan, 1997)

These energy sources are not exhaustive, but they embody some of the largest political entities within societies. For example, formal authority is largely addressed through the charisma. As there are some managers who have the ability to exercise charismatic authority. Additional authority official is represented by the traditional system, where the position one holds determines the nature of the individual authority. The rule of law is also Another way to see the formal authority in organizations, because these laws are rooted in systems of systems owned by the respective parties.

The issue of scarce resources also highlights the sources of authority because, when resources are scarce and there is someone who can control or determine their distribution, then that person would have more authority than others. In close connection with this representation is the question of rules and regulations of the corporation. Morgan highlights the fact that rules and regulations do not just happen. They are created by some players. Therefore there must be a reason behind the creation of these roles. Through this representation, readers can get an overview in the dynamics that come into play when creating rules. Most people consider organization, unless that part of the organization, but this is not necessarily the case when the issue is examined critically. (Handy, 2003)

In the book, it is also clear to see that decision making are conducted on the basis of the existence of factors. The first is that certain cultural assumptions exist in organizations govern the decision. Consequently, decisions are largely determined by these assumptions. In addition, decision-making are often visible well known and, finally, the priorities reflected in the decision making process will depend on its ability to articulate his passion and "knowledge on the subject. With this revelation, readers are able to understand why some people have the ability to change the way decisions are taken in schools, whereas others do not. Therefore, it is an appropriate choice.

Use of organizations as political systems is also accurate to explain why rationality in organizations is still evolving. The author highlights the fact that the efficiency, effectiveness and efficiency are always relative terms because they can be applied to parts and inapplicable to others. It was also essential to understand the reason for pursuing this goal as is generally justified if rational policy again comes into play as Morgan also allows the reader a chance to understand why there always seem to be some interest to be served in organizations.

PART B: APPLICATION

The current video review will describe the main principles of this book because it will highlight some of key concepts highlighted in the book. First of all, there will be particular emphasis on issues that reflect gender roles in power struggles. For example, special emphasis will be placed on the fact that in this picture, the organization is not seen a unified force. Instead, it is against a system the divergence of systems where everyone wants to meet their respective interests cretaing therefore as a political scenario. (Kiesr & Child, 2000)

However, this particular video is different from the Morgan's depiction of politics in a number of ways. Firstly, the video will recognize the fact that you can watch an organization in terms other than political ideology. This is because in the definitions Morgan and descriptions, it converts almost all sectors of the organization actors and political actions. It becomes difficult for the reader to think about the organization otherwise. (Morgan, 1997)

This is a very dangerous perception, because it can be very misleading. While many organizational activities in May to build interest, not all of them are. This is contrary to the assertions of Morgan and care is considered to give the organization a fair analysis.

In this chapter, Morgan highlights the fact that organizational politics is a normal phenomenon and should be treated as such. He speaks of organizational conflict in a neutral, even when it is not necessarily the case. In the book, most descriptions of political influence are treated in a relaxed manner. However, there is a serious danger in the treatment of organizations in this way.

The main concern of the latter description is the fact that Morgan does not specify how interest general and special interests are differentiated. In the book, Morgan says that some organizations are autocratic because managers must take decisions in the interest of society. However, the same author also claims that the rules and regulations are often invented to protect the interests of power controllers. (Tor, 2008)

Therefore, it becomes increasingly difficult understand some of the differences between these two terms. By acting in the interest of the team is not it possible that this term of interest could have been affected by these same leaders. It should be noted that most definitions of the organization are created by managers and leaders and what they perceive as the general interests may eventually be shown that special interests by their subordinates.

Another issue that is particularly different from what the chapter highlights is the question of representations of power. The author depicted on their power openly. However, it is surprising that almost everyone does not recognize the power they have when asked about it. This is particularly true among those who hold the highest form of can. Therefore, this aspect of representations of power open to process the video.

It is also interesting to note that the bases author's assumptions about the power truism. In the book, the person who can rally the highest form of power is the final winner. This means that we do can not determine the ultimate winner until the battle is over. Such an approach, it is extremely difficult to understand how the environment business works because we must wait for visible representation of the power to determine who is the winner. However, because of representations visible are not common, then it is almost impossible to determine who ultimately won.

The global nature of taboo political organization will also discussion of this issue particularly difficult. Certain statements made in chapter Morgan's' are not prevalent in the organization and it would be very difficult to get members of a particular organization to discuss this topic. In addition, it will be even more difficult to change issues surrounding organizational policies. Because it is likely to ignite certain individuals or it may cause some form of resistance from different parties.

PATRT C: EXTENDED

There will be some issues to be addressed in the next edition the book that alludes to Morgan's book, but have not received attention. Taking such authorities within the organization. It is necessary for one to consider the positive aspects of the authorities. In this regard, the next edition should contain some theories theory of Fayol. According to this theory, it is possible for an organization to achieve its objectives only if there is unity of command. This means that all workers should be under one leader in particular to give the body a sense of direction. This means that organizations in which authority is respected disciplines are higher. In addition, these companies typically save more than one level of specialization and performance in a subsequent version Later. This aspect has not been clearly highlighted in the book and would therefore be necessary in the next edition. (Tor, 2008)

There is the need to include an explanation of the legitimate authority, arbitrary and tax evasion. These issues have not been adequately addressed in the previous edition and is very insightful if there was an examination of the behavior. According to theory Weber, people are likely to obey orders when power is legitimate. This means that there should be some form of legal domination of authority, even when the company is considered developed.

Most of the time when the ruling system is sophisticated, it is likely to find that the avoidance of arbitrariness exists. This is usually necessary in cases where there are a level of bureaucracy. However, the bureaucracy should not be overly dominant. Some questions that might characterize such a system by Weber include

Legal rules

Appointments based on merit

Hierarchy in the office

Positions with skills limited

Etc.

When these qualities are, then it is likely to attend some form of the theory of avoidance tax. This theory goes long to understand why the political systems in the business working as they do.

It is also necessary to examine the theory of open systems in order to understand why political systems are needed in the respective organization Nay. The main principles governing open systems theory have been used in science. However, they go deeper into the understanding of political systems in organizations. First, all systems must use energy. Second, all systems tend to move towards a state stable. It is possible that, after adjustments in the system where a foreign element is introduced into the system. (Tor, 2008)

Some of these issues also apply the technology organization as a political system. The organization always strives to achieve steady state by the achievement of organizational goals. Therefore, if there are disruptions in the system, then an organization may not be able to achieve its objectives. This means that mechanisms must be put in place to cope with these disturbances. One of these mechanisms Institutions are rules and regulations and by the authority. This theory will be crucial to explain why Morgan says that all forms authority in the organization are necessary to protect the system.

Conclusion

Morgan has provided a long explanation of how organizations operate as political systems. However, there are certain problems that come with these assertions. Firstly, Company policy is hidden from others, it is difficult to determine the ultimate winner until the end and the model transforms all actors involved policies.

Some new concepts that will help clarify these differences will include the theory of open systems and the theory of Weber. The system plays a role later to understand why the authority is required while the first explanation is important to understand why managers act in the interest of society as a system.

Reference

Morgan (1997): Images organization, Penguin

Tor H. (2008): Understanding organizations as a process, the theory of a world entangled Routledge

Handy, C. (2003): organsiatins Undrstandng, publishers Penguin

Torbert, W. (2000): Managing the Corporate Dream, Jones Irwin

Kiesr, A. & Child, J. (2000) Leadership in Organizations, Jossey Bass

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