Organizational Thoery

Topics: Postmodernism, Organizational culture, Organizational structure Pages: 6 (1557 words) Published: March 16, 2013

Today with the advance of technology, organisations changes rapidly and work differently, adopting different ideas and implementing different strategy to their organisation. They gather different perspective that produces different knowledge from a wide variety field of studies and this perspective is able to associate with their own concepts and theories that could effectively design and manage organisations. These perspectives include modern, symbolic-interpretive, postmodern and critical thinking. The focus will be on two perspectives, modern and postmodern that will be discussed later below.

Modernist organisation

In a modernist perspective, organisation is being distinguished as bounded and definable entity that thinks standardization is crucial in order to achieve the objective. According to Hatch and Cunliffe (2006), the implementation of modernist perspective has to be unbiased towards what is consider as knowledge into what is perceive as data collected by the five senses such as eyes, nose, tongue, ears or skin. Their goal is to achieve the facts that rule the organisation as they believe that by identifying the facts, they are capable to capture the plan and achieve the goal of an organisation, to improve the efficiency and effectiveness.

Power, control and conflict

Modernist perspective view power as a unity of science and see it as an asset that is held by a particular group or individual. They believe that with authority comes power and in order to gain authority and power is to implement a structure strategy in an organisation. Hence, the strategy that is based on hierarchy through the management such as the level of management is established. For example employee is the most basic, manager is the level above employee, and CEO is the level above manager (Hatch and Cunliffe 2006).

Additionally, in order to maintain authority and power, modernist believe in adopting strategy such as time motion studies and deskilling is able to create efficiency and effectiveness in output, productivity and gaining profit. For example, the implementation of time motion studies is to establish the observation on employee productiveness through simple task given based on the number of production and delivery time to evaluate incentive schemes (McAuley, Duberley & Johnson 2007).

When power is adopted by the organisation, there are bound to be control and it acts as a mechanism to guide the activity in an organisation (Hatch and Cunliffe 2006). As a result, modernists examine the theories on control, how it can guide organisation in controlling situations. The touched of two theories, bureaucratic theories and clan control theories will be further elaborate below.

Bureaucratic control is a form of control that uses rules, regulation and formalized procedures to guide employee performances. For example, employees may not be allowed to use jargons when writing a report that is required for submission. Secondly, clan control theory is about employees in the organisation sharing the same values, expectation, norms, and goals that establish the way employees behave. For example, Chinese tend to leave after work, however from a Japanese culture, they tend to work over time and therefore might think why are they allowed leaving early (Murphy & Willmott 2010).

The modernist also believes that with the full use of power and control, they will be able to manage conflict well. This is based on a top-down approach where by the superiors will manage conflicts and scheduling of work for employees.

Organisational Structure and Physical Structure

The modernist view of organisational structure creates an impact on influencing organisation efficiencies whereby it has to be constant throughout the years and be perceived as fixed entities. This fixed entities should be for the best interest of the organisation and works towards organisational goals. For example from the perspective of an organisation...
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