Running head: ORGANIZATIONS AS MACHINES
Organizations as Machines
Adam Broudy
Western Illinois University
1
ORGANIZATIONS AS MACHINES
2
Organizations as Machines
As I was reading Images of Organization by Gareth Morgan I found myself deep in
thought about one point in particular as it relates to organizations as machines and the other
metaphors we will be learning about throughout the semester. Morgan’s (2006) point is: “The
use of metaphor implies a way of thinking and a way of seeing that pervade how we understand
our world generally” (p. 4). Morgan (2006) goes on to explain that metaphors help to create
valuable insights but are also incomplete and never give an all-purpose point of view. While
looking through the lens of organizations as machines, I found it particularly helpful to keep this
concept in mind.
Definition and Assumptions About People
Using the lens, organizations as machines, I see organizations as being heavily focused
on routine, precision, reliability and efficiency. As I think about organizations as machines my
mind flashes to a large public higher education institution where employees have a very
specialized area to focus on. Each employee has their specific role that is essential for making
the larger institution run with precision, reliability, and efficiency. Everything is precisely
defined and controlled from the top-down.
This lens is not focused on people and their needs. According to Morgan (2006), when
organizations are run like machines the idea is “…to make humans fit the requirements of
mechanical organization” (p. 22). The mentality that primarily goes into this lens with regard to
people is that we are replaceable and if we do not get the job done, we will simply be replaced
with someone who will. Workers are not to question why or how things are done, that is for
management to handle. While this view would normally be sugarcoated to an extent it is the way
organizations that are designed like machines run. Large fast food chains, grocery stores, and
even higher educations work like machines to a large extent.
ORGANIZATIONS AS MACHINES
3
Key Concepts
The key concepts of this lens are that organizations should be run rationally and be
primarily focused on operating in the most efficient manner possible. Ideally organizations will
run like clockwork, similar to the McDonalds example in the text. Morgan (2006) explains that
McDonalds has an “…emphasis on ruthless efficiency, quantification, predictability, control, and
deskilled jobs (p. 24).” Some other key concepts include organizations be structured, have set
goals, tasks, and objectives. Organizations from this lens are driven to meet and exceed the
goals set forth. This lens neglects to seek out creative potential from employees since
management works everything out and employees are just considered to be “manpower.”
Outcomes
From this lens, organizations that run in a streamlined and efficient manner will likely be
the most profitable and be reliable. This is the ultimate goal. Organizations that can consistently
do something well, will develop a niche and a certain area and will likely be successful in what
they do. Organizations within this lens seek to have control over their market. Success is
everything and to reach this outcome, organizations will do their best to create the most likely
environment to reach this status.
Strengths and Limitations
Strengths of treating organizations as machines include providing clientele with clear cut
expectations and creating new jobs. Reliability, routine, precision, and efficiency enables
organizations to provide its customer base with a certain expectation. For example, when I go to
McDonalds I have an expectation that the chicken nuggets I order will taste a specific way. This
has been developed from my repeated encounters with the restaurant. Whether I visit, here in
Macomb, or in California, McDonalds is generally reliable and the food tastes as expected.
Organizations run as machines succeed based on its ability to repeatedly complete tasks in a
ORGANIZATIONS AS MACHINES
4
precise way. Organizations that are run like machines have an innate ability to be successful and
grow. My experiences have shown me that organizations that prioritize efficiency, precision,
and reliability often are successful and able to expand. When these organizations grow, jobs are
created. This is a huge positive for those looking for work.
A limitation of treating organizations as machines include one size does not fit all and
this often leads to a negative customer reaction. Machines are normally very good at only one
thing. That thing may not work or meet the needs of everybody. This is a limitation because if
the organization were more generalized and all-purpose it would likely better meet more of the
needs of its consumer base. This lack of generalization can then therefore lead to a negative
customer reaction. Outsourcing and large business are also turnoffs for many individuals.
Lastly, as large mechanized organizations continue to grow so do automated systems. I know
when I call a company such as UPS, I would greatly prefer to talk directly to another human.
Instead, I go though 10 minutes in an automated system before I can get to that point. This can
be a frustrating process.
Past Experience
My first job was working as a bagger at a Vons grocery store. Upon being trained it
became clear that the company had a “recipe” for interactions with shoppers. First we were
supposed to give a nice friendly greeting to customers whom we made eye contact with. This
was followed by “are you finding everything okay?” If the customer asked for help we needed
to escort them to the appropriate item or department. If they were checking out and they had
more than one bag or appeared to need help we were to offer our assistance out to their vehicle.
Lastly, we were supposed to end our interaction with a “Goodbye. Have a nice day!”
Most things about that job were detailed and dictated to me. While reading about
organizations as machines, this experience consistently popped into my head. Vons, like a
ORGANIZATIONS AS MACHINES
machine, was largely focused on consistency and reliability in the service and experience they
provide to customers. My experience working at Vons definitely helped give me an
understanding and a starting point for understanding organizations as machines.
5
ORGANIZATIONS AS MACHINES
6
References
Morgan, G. (2006). Images of organization. Thousand Oaks, CA: Sage Publications, Inc.