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ORGANISATIONAL THEORIES (MORGAN'S EIGHT METAPHORS FOR ORGANISATIONS…
ORGANISATIONAL THEORIES
MORGAN'S EIGHT
METAPHORS
FOR ORGANISATIONS
(MORGAN:2006)
ORGANISATIONS AS A POLITICAL SYSTEM
FOCUS ON SOCIO-POLITICAL ASPECTS SUCH AS POWER, INTERESTS AND CONFLICT
ORGANISATIONS AS A BRAIN
AN ORGANISATION IS CAPABLE OF PROCESSING INFORMATION AND IS ABLE TO LEARN
ORGANISATIONS AS A PSYCHIC PERSON
WHEN EMPLOYEES ARE TRAPPED INTO GROUP THINK CAN DISTORT THEIR UNDERSTANDING OF REALITY
ORGANISATIONS AS ORGANISMS
FOCUS SHIFTS TO MEETING NEEDS OF THE EMPLOYEES SO THEY CAN RESPOND TO CHANGES IN THE ENVIRONMENT
ORGANISATIONS AS SYSTEMS OF CHANGE AND FLUX
FOCUS ON THE NATURE AND SOURCE OF CHANGE
ORGANISATIONS AS INSTRUMENTS OF DOMINATION
MORAL AND ETHICAL IMPLICATIONS WHEN POWER IS ABUSED AND INDIVIDUALS SEEK THEIR OWN INTERESTS OR EXPLOITATION
ORGANISATIONS AS MACHINES
FOCUS ON PRODUCTION, EMPLOYEES ARE SEEN AS PARTS OF THE MACHINE
ORGANISATIONS AS A CULTURE
THE CULTURE (BELIEFS, NORMS, IDEAS AND VALUES) DETERMINES THE CHARACTER OF THE ORGANISATION
CLASSICAL ORGANISATIONAL THEORIES
(SHAFRITZ &OTT:2001)
FOCUS ON THE FORMAL STRUCTURE OF AN ORGANISATION
AIM IS TO ACCOMPLISH THE GOALS OF THE ENTERPRISE OR ORGANISATION
DIVISION OF LABOUR
CLEAR DEFINITION OF
RESPONSIBILITY AND AUTHORITY
TAYLOR'S SCIENTIFIC
MANAGEMENT APPROACH 1911
(CASEY:2002)
FOCUS IS ON MAXIMUM OUTPUT WITH THE LEAST INPUT- TIME CONSTRAINTS
SCIENTIFIC METHODS TO MEASURE PERFORMANCE- BREAK DOWN TASKS INTO THE SIMPLEST OPERATIONS
CO-OPERATION BETWEEN MANAGER AND WORKERS WITH FOCUS ON TRAINING
INCENTIVES PROVIDED
LINE FUNCTION
NO FOCUS ON THE PEOPLE WHO WORK IN THE ORGANISATION
WEBER'S BUREAUCRATIC APPROACH 1922
ORDERED BY RULES AND LAWS
SYSTEM OF HIERARCHY
NO CONSIDERATION FOR THE "HUMAN ASPECT" -IMPERSONAL RELATIONS
BUREAUCRACY PROVIDES ACCOUNTABILITY, RESPONSIBILITY, CONTROL AND CONSISTENCY.
INFLUENCED BY KARL MARX
THEORY FROM FREDERIC LALOUX
(LALOUX:2014)
AMBER ORGANISATIONS
E.G. PUBLIC SCHOOL SYSTEM.
HIERARCHICAL PYRAMID WITH
TOP-DOWN COMMAND
ORANGE ORGANISATIONS
E.G MULTI-NATIONAL COMPANIES STRIVE FOR PROFIT AND GROWTH.USE OF INNOVATION AND ACCOUNTABILITY.
RED ORGANISATIONS
E.G THE MAFIA- CONDITIONS OF POWER, FEAR AND CHAOS
GREEN ORGANISATIONS
E.G CULTURE DRIVEN ORGANISATIONS. VALUE-DRIVEN AND MOTIVATED.
TEAL ORGANISATIONS
CHARACTERISED BY SELF-MANAGEMENT AND SELF- ORGANISING TEAMS. FOCUS ON WHOLENESS OF THE INDIVIDUAL WITH INDIVIDUAL UNDERSTANDING INTO THE ORGANISATIONS PURPOSE.
NEO-CLASSICAL
ORGANISATIONAL THEORIES
MOVE TO TAKE INTO CONSIDERATION THE HUMAN ELEMENT AND TO UNDERSTAND HUMAN BEHAVIOUR
FOCUS ON MORALE AND LEADERSHIP
MOTIVATION
FINANCIAL MOTIVES ARE IMPORTANT BUT SO ARE THE SOCIAL AND PSYCHOLOGICAL NEEDS OF THE EMPLOYEES
EMPLOYEES MUST HAVE A SENSE OF BELONGING IN THE ORGANISATION
MANAGEMENT MUST UNDERSTAND PEOPLES BEHAVIOUR
MANGERS MUST STRIVE TO IMPROVE INTERPERSONAL SKILLS
COMMUNICATION
COUNSELLING
LEADING
HAWTHORNE 1920'S