Organizational Theory Multiple Perspectives

The culture of a company develops over time through shared experience (Schein, 2004, p. 17) or management attempts to dictate the culture, but the employees must embrace the culture for it to be effective. Interestingly, when describing a culture there are many ways to define how things feel within the company, however, this is not an objective evaluation but instead subjective. “Culture is not primarily ‘inside’ people’s heads, but somewhere ‘between’ the heads of a group of people where symbols and meanings are publicly expressed (Alvesson, 2002, p. 4).” Some might describe the company’s climate, philosophy, values, or habits, although no hard and fast method of evaluation pins down a company’s culture by impartial means (Robbins & Judge, 2009, p. 554). Just as companies grow, so can their culture; what began, as an innovative, individualist, growth driven environment, may become a team based, highly skilled, ritualized environment as changes in the company dictate shifts in management and employees.

After demonstrating the explanation of culture it is important to explain how the practices of the mainstream and the critical perspective of the organizational culture have changed from the bureaucratic era to the post-bureaucratic era.

The values of the organization express its culture and act as guiding tenets for influencing thoughts and behaviors. Values define the character of the team. In crafting a values statement for my organization, I must consider the following: loyalty, duty, respect, selfless-service, honor, integrity, personal courage ethical behavior, relationships, success, and

This lens looks at an organization as a culture or tribe where there is an emphasis on the culture, symbols, and spirit within the company. If these three components are met, then the company will be successful. In this lens, people use symbols, meanings, and faith as ways in which people can make sense of the culture they live in or their place of work. Symbols are the basic materials, of the meaning systems or cultures, we inhabit (Bolman & Deal, 2013, p. 244). Throughout the Cultural Lens, five different beliefs or ideas can be seen from this frame. The first is the meaning of something that has happened, not that the event happened. Secondly, there are different interpretations of people’s experiences, where activity and meaning are not tightly fixed. Third, symbols are created to help people resolve confusion or find direction. The fourth belief is that events are usually more important for what they show than what the event produced. For the last belief, culture forms the ties that binds together an organization to unite people and to help an organization to meet its goals (Bolman & Deal, 2013, p.

Values define what the organization does, what it aspires to be, how it will grow, and what it considers important

Organizational values are the principles under which the organization operates. As an example, General Electric cites their organizational values in very few words: Imagine, Build, Solve, and Lead (General Electric, 2005). It is those words that guide every activity within the corporation. Simply stated, if an activity does not support one of those values, the activity is eliminated. Another example of organizational values is that of Verizon Communications, whose values are based upon integrity, responsibility, accountability and trust (Verizon, 2005). As with GE, it is these few words that are meant to guide every activity within the corporation.

Modern, post-modern, critical theory and symbolic-interpretive are four different perspectives that provides different ways to analyse and understand organisations, however this essay shall focus on two perspectives, namely the modern and critical theory. These two perspectives have different views on concepts that might appear similar, thus this essay shall examine the different stands they each take. Concepts that can be examined include, power, control and conflict, organisational structures, organisations culture and organisation and its environment. This essay shall closely examine how the two perspectives have different views on the subject on power, control and conflict pertaining to the different ways to analyse and

Within the field of management, the success and failure of the modern business organisation has been largely depicted by the intricate concept of culture. Organisational culture, a concept borrowed from borrowed mostly from anthropology typically is defined as a complex set of values, beliefs, assumptions and symbols that define the way in which an organisation conducts and manages its business (Barney 1986). Management is not just an act of change, but the responsibility for and control of a company or similar organisation (Willmott 1983). It is the management of organisational culture that merely drives the

Organizational theory as it applies to health care introduces a complex and challenging situation. The health care environment introduces challenges to a structured organization which may not be present in traditional business. For example, measuring output may be difficult in an environment of daily uncertainty, it would be nearly impossible to predict or plan for all of the specific tasks, activities and business interactions in any one unit in the hospital setting. Additional challenges include complex, variable work that cannot often be deferred, work performed under emergency circumstances, high degree of

As it is mentioned in the text Mission, vision, and value statements of the organization are tools for employees to improve their overall performance, and these statements are only useful when implemented and practiced in day to day function of the organization. Which is possible when employees not only understand but adopt organizational value and mold their actions according to them.

The culture of an organization is as unique and diverse as the individuals are who live and work within it. In fact, the above definition of organizational culture provided by Schein (1985a) suggests an image of a living, breathing and influential force engaged in a series of reciprocal interactions with its members. Furthermore, the culture of an organization does not simply appear but is one that is constructed and developed over a period of time. For example, Stackman, Pinder and Conner (2000) describe organizational culture as being comprised of a system of layering or as a “deep construct.” The idea being that the culture of an organization is similar to the skin of an onion encompassing layers of values, beliefs, assumptions,

Organizational culture are the shared beliefs, values, and assumptions in an organization (Wall, Corbett, Martin, Clegg, & Jackson, 1990; Wall, Jackson, & Davids, 1992). These shared beliefs, values, and assumptions were demonstrated in the organizations of our readings. For

Organizational theory studies the various variables that influence the behavior of an individual(s) working within an organization, but also, “prescribes how work and workers ought to be organized and attempts to explain the actual consequences of organizational behavior (including individual actions) on work being performed and on the organization itself.” (Milakovich & Gordon, 2013, p.145). Of the many approaches to organizational analysis, Classical Organizational theory has been, even to this day, extremely influential by focusing on more formal concepts such as bureaucracy, rationalization and scientific management. Although, over the decades organizational management has taken on a more human relations approach to getting more productivity out of employees, it is contributors like Max Webber, Fredrick Taylor, and Luther Gulick that laid down the basic foundation organizational theories by recognizing the need for control and procedures.

Organisational culture is a set of beliefs and values that effects the behaviour and thinking of organisation members and it can be a starting point for mobility or can create an obstacle to progress. Also, these are the basic areas of change and organisational evolution. (Hill & Gareth R Jones,

Culture is an important aspect of an identity. It is what we believe, how we behave and culture influences an identity’s decision making. Organisational culture is the deep, basic assumptions, beliefs and shared values that define organisational membership. It is also defined as member’s habitual ways of making decisions and presenting themselves and their organisation. In this essay, I will be discussing about organisational culture in the post-bureaucratic era. First of all, I will be talking about how top management and employees related through culture by utilising