How Organisations Really Work Adapted from Gareth Morgan (1986) Morgan, G (1986) Images of Organization. Sage: Thousand Oaks, CA 1 Organisational Metaphors • • • Morgan (1986) suggests the way we think about organisations will affect the way we plan and organise change. He identified 8 organisational metaphors to describe ‘types’ of organisations. Cameron (2006) focuses on 4 main ‘types’ • • • • 1 2 3 4 2 Organisations as Machines • • Procedures and standards are clearly defined and it is expected that they will be adhered to Key beliefs: – – • Employees should have specific roles with clear objectives and only have one line manager Management control employees and employees are disciplined Assumptions about change: – – – Change is agreed by those in positions of authority There will be resistance and this needs to be managed Change will work if well planned and well controlled 3 Organisations as Political Systems • • Recognise the role of power play, competing interests and conflict have in an organisation Key beliefs: – – – • You can’t stay out of organisational politics You must build support for your approach and consider resources You need to know who is powerful and who they are close to Assumptions about change: – – Change needs to be supported by a powerful person The wider the support for change the better 4 Organisations as Organisms • • Places emphasis on scanning the environment and adapting to the knowledge Key beliefs: – – • Social needs of individuals and groups need to be met Communication between difference parts of the organisation is key Assumptions about change: – – – Individuals and groups must be aware of the need for change in order for them to be able to adapt Changes are only made in response to the external environment Participation is needed for change to work 5 Organisations as Flux and Transformation • • We can never be fully in control of change Key beliefs: – – • Order naturally emerges out of chaos Organisational life does not necessarily following the rules of cause and effect i.e. If you change something it affects something else. Assumptions about change: – – Change cannot be managed, it emerges Managers act as enablers, they enable the exchange of views and manage significant differences 6 Tasks • • • • Which metaphor most closely describes your organisation? What characteristics of your organisation match with the metaphor you have chosen? How well do you think your organisation responds to change? To read about the limitations of defining organisations using these metaphors read http://site.ebrary.com/lib/staffordshire/docDetail.ac tion?docID=10062677&p00=making%20sense%20c hange%20management 7