IMAGES OF ORGANIZATION

Images of Organization

Abstract

In this Research Paper we try to discuss Gareth Morgan's “Images of the Organization” in the context of a Fortune 500 company. The company I chose to review is Wal-mart Stores, Inc. The research focuses on reviewing the internal operations of Wal-mart through the lens of the eight metaphors mentioned in the book. The organization is viewed from different imaginative perspectives. The research also includes a description of the stakeholder interests in the company and an appropriate image that could be applied in the said context.

Abstract2

Introduction3

Discussion6

How might your understanding of these images help you as a manager?6

What are the consequences of these images on stakeholder relations?7

The Stakeholder Theory7

Through the stakeholders' eyes7

Which images would be most compatible with a stakeholder view of organizations in an environment of sustainability consciousness?9

Corporate Sustainability9

Sustainability Consciousness in a Corporate Context10

Appropriate Images11

Conclusion12

References16

Introduction

The Images of the Organization is a book written by Gareth Morgan who is an Organizational Behavior professor at Schulich School of Business in Toronto. Published in 1986, the book views an organization from eight “metaphors” or “perspectives”, which are:

Machines

Organisms

Brains

Cultures

Political Systems

Psychic Prisons

Flux and Transformation

Instruments of domination (Lambert III, 2009)

A metaphor is also termed as a comparative figure of speech which enables us to add creativity to our insights. Metaphors ignore the differences while shedding light on the common features.

The machine view of organization views an organization as a machine which has its own parts, which are the people in the organization. The organizations serve as a means for achievement of a certain goal for their owners. This metaphor relates to the concept of bureaucracy in organizations. Such organizations have stringent rules and regulations, command and control, strict follow of hierarchy, a pyramidal structure which could be decentralized or centralized. Managers usually exercise control over subordinates, and jobs and tasks are divided according to functions, with a separate functional head assigned to each department within the organization. The effectiveness of this metaphor is restricted to task simplicity and work holism in humans. Repetition typically increases efficiency. But machine organizations are not good when it comes to adapting to change.

The organism view of organizations views an organization as a living organism which works and functions as a whole and has all of its organs which are integrated to form the complete whole. Such organizations must be able to cope up with the changes in the external environment. Employees are usually more involved with their work and motivation exists. Competition and the use of external resources matters. The notion of “Survival of the fittest” applies here, and various organizations group together as a part of the whole industry. Their cohesive or competitive forces drive the path that leads the industry. This view concentrates on survival, innovation, but it is overly mechanistic and has noncooperation amongst its own elements.

The brain view of organizations argues that the organization works on the basis of rationality, just as the brain does. Reasoning matters and the processing of information, communication and decision making are of prime ...