MAKING SENSE OF ORGANISATIONS

Making Sense of Organisations

Making Sense of Organisations

Introduction

When we view an organisation as a system for sense-making, we can see how power is can be used not only as a tool to get things done in a way, but also as a tool that affects the sense-making process of the rest of the organisation. Brown says “power is most strategically deployed in the design and implementations of frameworks within which the very meaning of such actions as 'making decisions' is defined”. From this, we can say that at many organisations the ways of making sense of the organisation, by the employees, is in fact, influenced by the power relationships they have within the organisation.

Understanding the context of the organisations that we see fit today has been most keenly analysed. Every single day, we talk about establishing, designing, renovating and improving the organisational processes and procedures that are being undertaken within the organisation, without even paying close attention to the thought and the fact that exactly what is the organisation itself, the reason of it has own innate structure and development and did it ever come around us and overall it has usage in today's modern world (Komaki, 1986, 260-269).

Understanding the Sense of an Organisation

An organisation encompasses the accounts of an entity or a social arrangement that has been defined and derived for the purpose and objective of making significant contributions by utilizing human resources available, pursue and aim towards designed objectives and collective goals, performance control panels and hold a boundary separating it from its environment.

Organisations become an important everyday practice in research, especially when it is used to facilitate access to information. However, questions are sometimes raised about the legitimacy of the web as an object of study or as a source of initial data for social analysis. In this context, there is an increasing number of ways in which the organisations itself can now be recognised as an important instrument for accessing social reality, and some researchers have begun to use it systematically. For example, cross-border management, boundary less organisations that we see today, we shall be covering accounts of significant amends for the purpose and objective of understanding the functioning of the organisation. In our study, our interest shall be in the significance of the organisation and all it has complements that help organisations grow and at the same time act as sources of information as data for understanding an organisation's values and practices (Bucklin, 2000, 27-75).

Brethower, (2002) point out that individuals realise their reality (make sense) by interpretation into their position patterns of substantial entailing. In many organisations, we can see the Managing Director question the validity of the results by comparing them to measurements which have significant meaning to him. The results may point to measures such as morale, language and other “softer” issues whereas the Managing Director's measurements that have meaning to him may be things like profits, share price and budget ...