Organisations - Contrast the Assumptions of Mainstream and Critical Approaches to studying Organisations Essay Example for Free

Organisations Contrast the Assumptions of Mainstream and Critical Approaches to studying Organisations Essay An organisation is a group of people intentionally organised to accomplish an overall, common goal or set of goals. Business organisations can range in size from two people to tens of thousands. Organisations are complex phenomena and understanding them – either from the point of view of academic analysis or as a basis for practical attempts to change them – is also complex. It is obvious that organisations vary in a number of key ways, for example structures, cultures, personnel systems, and so on. There are several important aspects to consider about the goal of the business organisation. These features are explicit (deliberate and recognised) or implicit (operating unrecognised, behind the scenes). Ideally, these features are carefully considered and established, usually during the strategic planning process. Vision Members of an organisation often have some image in their minds about how the organisation should be working, how it should appear when things are going well. Mission An organisation operates according to an overall purpose, or mission. Values All organisations operate according to overall values, or priorities in the nature of how they carry out their activities. These values are the personality, or culture, of the organisation. Strategic Goals Organisations members often work to achieve several overall accomplishments, or goals, as they work toward their mission. Strategies Organisations usually follow several overall general approaches to reach their goals. Systems and Processes that (hopefully) are aligned with achieving the Goals Organisations have major subsystems, such as departments, programmes, divisions, teams, etc. Each of these subsystems has a way of doing things to, along with other subsystems; achieve the overall goals of the organisation. Often, these systems and processes are defined by plans, policies and procedures. How you interpret each of the above major parts of an organisation depends very much on your values and your nature. People can view organisations as machines, organisms, families, groups, etc. The study of organisations draws on a number of disciplines: Economics Classical economics viewed the firm as a single decision-unit engaged in maximising profits. It ignored the possibility of conflict between owners, managers and employees. The obsession with competition failed to take into account the other goals which may take precedence in organisations. Organisation theory partly owes its existence to a reaction against such simplistic ideas. It became necessary to understand behaviour which seemed in classical terms to be irrational. Psychology Psychology is a wide-ranging subject. Early psychologists provided an insight into individual behaviour within organisations particularly on aspects of motivation and leadership. The Hawthorne studies led to a realisation of the importance of social phenomena, such as the informal groups, group norms and conformity. Valuable as these micro-level studies were, they only compounded to the issue by making it difficult understand the link between the behaviour of individuals and the structure of the organisation in which they worked. Sociology Organisational sociologists took a wider perspective, setting the organisation within its environmental framework specifically in relation to society and its institutions. Some sociologists have examined formal organisational structures, particularly in relation to technology. Dating from Webers early work on bureaucracy, sociologists have taken a particular interest in non-profit making organisations. Organisations as Systems (Systems or Mainstream Theory) Mainstream Organisational theory thinks of organisations as systems. Simply put, a system is an organised collection of parts that are highly integrated in order to accomplish an overall goal. The system has various inputs which are processed to produce certain outputs, which together, accomplish the overall goal desired by the organisation. There is ongoing feedback among these various parts to ensure they remain aligned to accomplish the overall goal of the organisation. There are several classes of systems, ranging from very simple frameworks all the way to social systems, which are the most complex. Organisations are, of course, social systems. Systems have inputs, processes, outputs and outcomes. To explain, inputs to the system include resources such as raw materials, money, technologies and people. These inputs go through a process where theyre aligned, moved along and carefully coordinated, ultimately to achieve the goals set for the system. Outputs are tangible results produced by processes in the system, such as products or services for consumers. Another kind of result is outcomes, or benefits for consumers, e. g. , jobs for workers, enhanced quality of life for customers, etc. Systems can be the entire organisation, or its departments, groups, processes, etc. Feedback comes from, e. g. , employees who carry out processes in the organisation, customers/clients using the products and services, etc. Feedback also comes from the larger environment of the organisation, e. g. , influences from government, society, economics, and technologies. Each organisation has numerous subsystems, as well. Each subsystem has its own boundaries of sorts, and includes various inputs, processes, outputs and outcomes geared to accomplish an overall goal for the subsystem. Common examples of subsystems are departments, programs, projects, teams, processes to produce products or services, etc. Organisations are made up of people who are also systems of systems of systems and on it goes. Subsystems are organised in a hierarchy needed to accomplish the overall goal of the overall system. The organisational system is defined by, e. g. , its legal documents (articles of incorporation, by laws, roles of officers, etc. , mission, goals and strategies, policies and procedures, operating manuals, etc. The organisation is depicted by its organisational charts, job descriptions, marketing materials, etc. The organisational system is also maintained or controlled by policies and procedures, budgets, information management systems, quality management systems, performance review systems, etc. One of the most common ways at present is to look at organisations is as organisational systems. This view is becoming more common among professionals who study, teach and write about organisations. Practitioners who work with organisational management to improve organisations also tend to view organisations as systems so it has been termed the mainstream approach. Note that machines, organisms, persons, groups, families, family dynasties are all systems, too. Probably everyone in the workplace has their own conception of what organisation means. As with most highly complex terms, everyone is right and everyone is wrong. The concept of organisational culture is much like an organisational personality. Organisations, like people, have life cycles. Many people view organisational learning much like we view organisms to be learning. Organisations can accumulate and manage knowledge as well. There are a variety of books that describe other traits of organisations much like traits of people, e. g. , depressed organisations, addictive organisations, etc. David Needle makes two important points about the dynamics and determinants of organisational structure and functioning: organisations are not simple unitary, consensual entities where everyone agrees on and focuses on shared organisational goals but where sectional, group interests and viewpoints exist and flourish. And although in many ways organisations are the most rational entities ever created where managers and employees strive to make sensible decisions about purposes and to design organisations and processes that efficiently achieve these purposes, in reality irrational forces also play a major role (Salaman, 2001). Setting organisational goals is a complex process whereby both external factors and internal politics need to be taken into consideration. As such, the system is highly dynamic and changes in the goals will occur with changes in the external environment, such as market demand, technology and government policy, as well as changes that take place between interest groups within the organisation e. g. , sales and production departments. A number of goals may operate at any one time. These may conflict, but in general the goals of a business follow closely those of the dominant coalition (Needle, D; Salaman 2001). A change in ownership or top management is likely to lead to a shift in emphasis of the firms operations too. The culture of an organisation refers to those factors which enable us to distinguish one organisation from another and are the product of its history, management, operating environment, technology, goals and so on. More recently the notion of organisational culture has been used in a more positive way and a set of principles have been developed which mark out the culture of a successful company from that of an unsuccessful one (Needle, D: Salaman, 2001). The goals, structure, patterns of ownership and size of an organisation both reflect and are reflected in its culture. The importance of the organisational culture is that it sets the scene for the determination of strategy and hence the operational aspects of organisational life. Mainstream organisation theory has attracted critical attention. Thompson and McHugh (Salaman, 2001), for example, have argued that there is a tendency for a narrow management plus psychology perspective which has little to do with real-life enterprises. In an attempt to produce a science of organisations, the main focus has been on identifying generalisations about behaviour in work situations and applying them to all organisations, regardless of their nature. In particular, theorists have paid scant attention to the differences between organisations which are subject to market forces and those which are not. Thompson and McHugh contend that it is not meaningful to treat organisations as diverse as scout troops and transnational companies within the same analytical framework and using the same domain assumptions (Salaman, 2001). This has been termed the critical approach. Let’s look into the critical approach a little more.