CHAPTER 3
NATURE INTERVENES:
ORGANIZATIONS AS ORGANISMS
EDD 803-Organizational Development and Change Theory
Holy Family University
Ellieen Ingbritsen
Carol Luongo
Kimberly H. Lowe
Sequitta Adams
Organisms
A system in which its existence is predicated on
the existing environment as well as the
adaptability of a changing one.
(Morgan, 2006)
Organization as Organisms
 Organisms are comprised of different parts
that work together to make up a system.
 Different “species” function better in
different environments.
Background to Organismic
Metaphor

Frederick Taylor, along with other management theorists attempted to
design an organization to operate as a “technical problem” (p. 35). It has
shown to be ineffective.
 Since then, conscious efforts has been made to overcome the
drawbacks from this perspective. Between 1920’s and 1930’s, studies
were conducted at the Hawthorne Plant by Elton Mayo. Other factors
(e.g. personal issues outside the workplace) were taken into
consideration that would contribute to the boredom and lack of
motivation among employees.
 Maslow’s Hierarchy of Needs pioneered the theory of motivation that
identifies “the human being as a kind of psychological organism
struggling to satisfy its needs in a quest for full growth and
development” (p. 35).
 Human resource management: employees were viewed as valuable
resources by providing meaning to their work through autonomy,
responsibility, and acknowledgement.
Maslow’s Hierarchy of Needs
Characteristics of an Organism
Organizations
Organisms
 Compared to “open
 Susceptible to
systems”
 Unlike “machine”
metaphor which believes
that nothing external
affects outcome in an
organization. This is
considered “closed” (p.38).
environment in order to
survive. Outside factors
affect how things are done.
Organismic Metaphor
Strengths




Emphasis on the quality of human
needs, rather than the organization
as a structure
Importance is placed on
relationships and environment
Organizations are viewed as “alive”
organisms, with “species” that
evolve. Providing members of the
group to adapt and be more open to
change.
View entities as “healthy” and
“unhealthy”…balance or imbalance.
Healthy organisms are alive and
balanced.
Limitations

View organizations and
environment as “too concrete”, and
objective not being “socially
constructed”.

Overlooks the importance of
culture, beliefs, myths, and values

Assumption of “functional unity”

Metaphor becoming an ideology,
serving as a guide to normal
practices.
Reflection…
References
Morgan, G. (1997). Images of Organization (Updated Edition).
Thousand Oaks, CA: SAGE Publications.