Sociological Paradigms and Organisational Analysis - Essay Example

Section/# Reading Log Sociological Paradigms and Organisational Analysis: Elements of the Sociology of Corporate Life” Element1: identifying the main ideas articulated in the reading.( 100 words ) Burrel and Morgan’s “Sociological Paradigms and Organisational Analysis: Elements of the Sociology of Corporate Life” puts forth the idea that organisational behaviour within companies can be quantified/qualified and studied in the same way that the social sciences quantify/qualify current research in their respective fields. The article deconstructs the understanding of social science as it relates to corporate organisation and breaks it into 4 unique categories: ontological, epistemological, human nature, and methodological. Furthermore, it puts forth the premise “all theories of organisation are built upon the philosophy of science and a theory of society” (Burrell, 1979). By demystifying the constructs behind corporate organisational theory and defining it through existing theory, the authors are able to conduct a thorough analysis and measurement of current organisational theory as it relates to the workplace. Element2: identifying key insights from your reading (200 words) The piece provided a unique perspective on the effect that implied assumptions and levels of meaning have in the overall analysis. The implied warning in this is that when analyzing a given situation, whether using the rules of social science or corporate analysis, one should be especially mindful of the assumptions one makes at each and every stage of the analysis. Oftentimes it is the case that by the time that one is ready to analyze the methodological approach to a given situation, one has inherently winnowed down the field of findings to those which are based almost solely on the assumptions you have posited thus far in the process. As such, the researcher is oftentimes left with a hand-picked set of data to draw inference upon. Therefore the research does not rest as determinately on cold hard fact as it does the biases and accepted levels of meanings that the investigator has allowed as part of their analysis. The piece further points out the inherent difficulties that oftentimes arise in qualitative and quantitative analysis. In analyzing the inner workings of organisations and organisational behaviour, all methods must be used, not one instead of another, or one at the expense of another. Attempting to apply broad overarching/universal guidelines that define how people interact in society and an organisation is as shortsighted as attempting to explain organisational behaviour solely on an individualist analytical level. Element 3: what particular application does the reading have in terms of organisational analysis? ( 200 words ) Although the piece speaks to a related field of study and not specifically to organisational behaviour, the most salient topics discussed are appropriately applied across the board. When considering organisational change in any sense of the term, it is necessary for the organizing entities to ensure that the plan which is to be implemented has been vetted and analyzed thoroughly using different metrics and methodologies. Relying on sales numbers alone to craft a new direction is foolish in the same way that relying on the belief that cultural change in and of itself will affect the overall profit margin of the firm if changed. Accordingly, it is a responsibility of the organisational change leadership to adequately balance the approach and methodologies so as not to produce a skewed or one-sided prescription to a given situation. Reading Log 2: “Choosing Strategies for Change” Element1: identifying the main ideas articulated in the reading.( 100 words ) In their article, “Choosing Strategies for Change”, John Kotter and Leonard Schlesinger discuss the various pitfalls and best practices that exist for organisations attempting to institute change on a systemic level while at the same time gaining shareholder/employee buy in and minimizing resistance. In effect, the analysis provides a guide on how best to tailor strategy in order to avoid as much resistance as possible. The speed of change is also discussed at length as there is no right or wrong speed at which to approach change; rather, there are stimuli and threats that must be countered with varying speeds based upon their proximity. Element2: identifying key insights from your reading ( 200 words ) As resistance to change and adherence to the comfortable status-quo is an intrinsic part of human nature, it is an existential threat that faces any organisation that necessitates change. As such, Kotter and Schlesinger lay out a step by step guide that works to proactively counteract the resistance that is inevitable during times of organisational change (Kotter/Schlesinger, 2008). Additionally, managers should not assume that certain groups within the workplace will behave in a specific manner towards any planned change. Not surprisingly, this bias towards expected reaction oftentimes leads to self fulfilling prophecies. Though the authors also emphasize the importance of predicting resistance and working proactively towards mitigating this resistance, doing so in an enlightened manner and without alienating shareholders is a necessity. Lastly, it is noteworthy that Kotter and Schlesinger note that the best way to minimize resistance to change is to work to minimize cultural selfishness. People are slow to adopt changes if they believe they will lose something of value as a result of the change. Instead, it is necessary to focus on the increased profitability/efficiency that the company will gain by such changes and in so doing encourage employees to give of their own comfort in order to achieve this mutually beneficial goal. Element 3: what particular application does the reading have in terms of orgnisational analysis? ( 200 words ) By understanding what hurdles present themselves to organisational change, leadership can craft appropriate responses to this obstacles and craft plans that maximize the likelihood of successful change within the organisation. In order to effectively lead change, strategies will need to be crafted that diplomatically deal with employee resistance as well as increasing overall employee/shareholder buy in. Although not elaborated on in great depth, one of the major pitfalls of management that was discussed is the announcement of broad and sweeping changes without further information as to how this change will be effected. This type of behaviour happens all too often during organisational changes as employees entrench themselves in the old ways in the hopes that by resisting the change they can work to further protect their own spheres of influence as well as their own employment. In the same vein, gaining employee/shareholder buy in by making them aware of the changes and the intricate nature of the means towards that goal will doubtless yield a much better end product. Lastly, determining the speed of change is an item of extreme importance. Rapid changes may at times be necessary; however, the level of resistance to such changes is likely to be exponentially higher than those that take place a slower more progressive rate. Furthermore, determining the speed of change, considering methods of managing resistance, implementation of skills training, negotiation, and coercion (as a last resort) are but a few of the tools that are available to the organisation to facilitate change. Reading Log 3: “Cultural Change: An Integration of Three Different Views” Element1: identifying the main ideas articulated in the reading.( 100 words ) In their piece, “Cultural Change: An Integration of Three Different Views”, authors Debra Meyerson and Joann Martin present three cultural paradigms that attempt to explain the role that culture plays within a given organisation. Because culture within an organisation can be described in so many different ways, the analysis attempts to set up a rubric to explain this fact and then sets out to define culture as it applies to change within the given constructs. The authors raise the salient point that culture necessarily defines whether a given set of changes will succeed or fall by the wayside in disregard. Element2: identifying key insights from your reading ( 200 words ) Using the three paradigms as a vehicle of understanding, the reader is made aware that regardless of the scope, speed, or charismatic nature of management, culture is the final determinant as to whether or not change will be effected. Paradigm 1 was especially insightful as it showed the distinct similarities and differences between monolithic and revolutionary changes. Regardless of the mechanism, an inability of management to transmit the necessity for change or the dismissal of habitualized/harmful actions within the culture, the change will not take place (Meyerson/Martin, 1987). Likewise, paradigm two provides insight into the extent to which change may be catalyzed from inside and/or outside the organisation. As such, paradigm two focuses the attention of the reader to the ways in which an organisation enacts, responds to, and ultimately reflects its environment as manifested through the actions and changes it undergoes. Paradigm three is perhaps the most interesting of all as it does not follow what one might expect. Instead, paradigm three is one of ambiguity and obscurity. Whereas paradigms one and two work to minimize ambiguity for the sake of openness and clarity, paradigm three purposely sought to confuse, obscure and add confusion to the process. In order to change culture, ambiguity and complexity are legitimized and channeled. Element 3: what particular application does the reading have in terms of organisational analysis? ( 200 words ) Each cultural paradigm draws attention to a group of processes and concepts while at the same time minimizing/marginalizing others. Yet, paradigm 3 bears more study and application within organisational culture. Although this may seem as a schizoid response to the creation of an entrenched culture, paradigm three is fascinating in that it does not allow a traditional culture to develop due to the rapid change manifestations. Naturally, this will have a set of severe drawbacks as well. Shareholders may not feel comfortable enough in their roles to provide the desired output or to strive for greater advancement due to the unknown. Conversely, this paradigm flies in the face of the traditional approaches offered by Kotter and others which emphasize the necessity of building trust and gaining shareholder approval with regards to any proposed change mechanisms to be enacted. It is without question that this paradigm is unique; however, this approach is doubtful to work in many environments, it is conceivable to think of many situations where this third paradigm might be the only recourse left. Reading Log 4: “Organisational Frame Bending: Principles for Managing Restoration Element1: identifying the main ideas articulated in the reading.( 100 words ) The main ideas of the article entitled, “Organisational Frame Bending: Principles for Managing Restoration” by David Nadler and Michael Tushman center around the elements which facilitate and differentiate successful change within an organisation. Incremental change over time is championed as the type that is most likely to succeed over time as compared to sudden forced changes. Furthermore, the authors state that successful change encompasses a fundamental shift in how the organisation views itself, it’s market, and its mission; not merely a directive from management insisting that certain goals and/or quotas be met. Finally, the analysis attempts to differentiate the idea of “framebending” (or the type of change that is successfully implemented in large/complex organisations) from traditional change in smaller less complex organisations. Element2: identifying key insights from your reading ( 200 words ) Most importantly for the sake of this brief analysis, the article touches on the four differing levels of incremental and strategic change ranging from the least intensive to the most intensive. They are as follows: tuning, adaption, reorientation, and recreation. Based upon the external and internal forces that necessitate change, leadership must choose between which of the four cases best suites the needs of their organisation. The first three are not necessarily new to the field of organisational development; however, “framebending” as the authors call it is a complex process that both requires great speed and planned vision to be adequately carried out(Nadler/Tushman, 1989). Furthermore, successful framebending requires shifts in senior leadership, values, strategy, and/or culture. As such, framebending is the most complex and risky of organisational change mechanisms. The authors raise nine salient points with regards to how it should be carried out. Due to the level of overall complexity, coupled with the fact that it should only be attempted when the environment dictates that there is no alternative to organisational change but to employ framebending, it is a risky maneuver that requires the utmost precision and dedication to the correct application of the rules which govern it to be successfully employed. Element 3: what particular application does the reading have in terms of organisational analysis? (200 words) The analysis spends the bulk of its time discussing the implementation of “framebending” rather than the traditional change mechanisms that are available to an entity. As such, the application that framebending has for an organisation is reasonably limited to the extreme cases where rapid and systemic change is necessitated and must be carried at out at the soonest time imaginable. However, that is not to say that the case for framebending is weak. Most entities and organisations are met with the need to change. Many of these organisations delay the needed changes that organisation entails until senior management changes or the need becomes so dire that an action absolutely must be made. It is at this juncture that framebending must occur. Because of the proclivity of individuals within an organisation to postpone and otherwise delay change, framebending becomes an art form that must be understood well and have a rigid and set plan of implementation as laid out by the authors of this piece. Lastly, the change mechanisms that the authors lay out help to define how change dynamics for a large/complex organisation differ from that of a smaller simpler one. Changes in a large organisation that require framebending principles usually encompass the following four levels: multiple iterations of change, incomplete iterations (leaving change undone), transitions over long periods of time, and uncertain future states (high probability that events will change again before the desired change is effected). As such, a clear definition of goals and needs of the organisation is an absolute must prior to any directional change being implemented. Reading Log 5: “Models of Control” Element1: identifying the main ideas articulated in the reading.( 100 words ) Phil Johnson presents the reader with three levels of control in his work “Management Control and Organisational Behaviour”. The first these models of control is described as administrative control; or the controls that institutions encourage to persuade employees to subscribe to specific norms of behaviour. Secondly, Johnson presents the construct of social control as it relates to the organisation. Within social control, groups seek to create a culture uniquely suited to the environment. Lastly, self control is the final model which is discussed. Through these varying levels of controls, the author argues that a company can create a clearly defined mission and alternatively react to the need for change in an efficient manner. Element2: identifying key insights from your reading ( 200 words ) Johnson discusses different forms of control manipulation in order to effect a positive change on company/group culture within the organisation. Oftentimes, manipulation is thought of pejoratively due to the fact that it is viewed as a form of coercion. However, the way in which it is presented in the above reading is an altered behaviour pattern to produce a desired effect in the form of greater efficacy or profits for an organisation that finds itself in need of internal change. Therefore, the ability of organisations to actively work to engage and mould these three controls will likely have a direct effect on their continued existence and/or survival. Accordingly, being cognizant of the different methods and modes of social, administrative, and self control as well as working to mould a dynamic that is congruous with the environment the given entity is operating within is an absolute necessity (Johnson, 1993). As such, the continued survival of organisations that do not pay heed to the internal cultures and work to have a hand in development of these will most likely not survive the given marketplace or, if they do, will not acclimate well to external pressures placed upon them. Element 3: what particular application does the reading have in terms of organisational analysis? ( 200 words ) Interestingly, the author emphasizes that in order for the previous two models of control (administrative and social) to work efficiently, it is incumbent upon leadership/management to “walk the walk and talk the talk” so that the culture of self control from management can be spread throughout the culture of the organisation. This action will have the direct effect a synergistic effect on administrative control as well as social control within the organisation. In a professional environment where employees see that management/leadership does not subscribe to the same cultural norms that they are attempting to foster within the ranks, the company wide culture will suffer from a breach of trust. As such, any future changes that need to be transmitted from upper management organisation-wide will be likely to fail as the lower echelons will feel any compulsion to follow the dictates of a hypocritical leadership. In order to have norms adopted by the group, leadership must subscribe to and practice them as well as incentivize and offer a reward structure for the adoption of these norms. Reading Log 6: “Managing to be Ethical: Debunking Five Business Myths” Element1: identifying the main ideas articulated in the reading.( 100 words ) In their article, “Managing to be Ethical: Debunking Five Business Ethics Myths” Linda Trevino and Michael Brown discuss the importance of ethical behaviour in the business environment. This is achieved by using particular cases within the constructs of the recent past to serve as a vehicle for analysis as well as dispelling many myths relating to ethical behaviour that have pervaded our media and society. Although the problem with ethics in business is not a new one, the nuanced laws concerning it, coupled with the way in which entities and organisations govern and behave in the current business climate, clouds the black and white nature of who is at fault and to what extent. Element2: identifying key insights from your reading ( 200 words ) The authors bring to light five myths concerning business ethics that have unfortunately become so ingrained in our culture as to be accepted without question. First among these is the claim “it is easy to be ethical”. Obviously, such a broad statement is untenable; however, looking beyond this sweeping statement, consider the laws that now govern business behaviour. As compared with business behaviour 30 years ago, there are currently ethics violations that govern what can be discussed over a casual meeting with top CEOs of different organisations. The rules governing business actions have become much more strict and as a result give way to ethics issues. The second myth brought to the attention of the reader claims that unethical behaviour is simply the result of “bad apples”. Although this is doubtless true at times, the way that organisations are structured and the multi-tiered approach that decision making often takes greatly reduces the legitimacy of this dictum. The third myth related concerns the claim that “ethics problems can be solved by implementation of proper training”. This disregards the human factor and assumes that organisational culture will ultimately trump human nature. The fourth myth claims that the leadership is the true barometer of ethical standards in the company. Obviously this does not take into account the fact that leadership cannot be responsible for moral and ethical failings of their subordinates at all times and in all ways. Lastly, myth five claims that ethical failures are becoming more and more common in current business practice. Element 3: what particular application does the reading have in terms of organisational analysis? ( 200 words ) A breakdown in trust or in ethical standards is of paramount importance to the topic of change that has been discussed. Without a backing of mutual trust between management and team members, facilitating change becomes impossible as every movement is viewed by the shareholders as somehow dishonest and possibly working to eliminate their positions. Especially salient to the topic of cultural change and organisational development are the ideas put forward near the end of the author’s analysis. Trevino and Brown lay out four steps that they proffer will significantly assist leadership in boosting the ethical standards within their organisation. They are as follows: 1) understanding the existing culture 2) communicating the importance of ethical standards 3) focusing on reward systems 4) promoting ethical leadership throughout the firm. It is noteworthy that both items 2 and 4 hinge upon the previously discussed necessity that management “walk the walk and talk the talk” (Trevino/Brown, 2004). If the organisation is to follow in the footsteps of leadership towards a fuller and more complete meaning and application of ethical standards, leadership must mirror the changes first from above. Reading Log 7: “Naming Men as Men: Implications for Work, Organisation, and Management” Element1: identifying the main ideas articulated in the reading.( 100 words ) In their work, “Naming Men as Men: Implications for Work, Organisation, and Management”, authors David Collinson and Jeff Hearn present the argument maleness and masculinity greatly define the workplace and organisational structure thereof. Accordingly, it is noted within the research that although a great deal of research has been conducted as to the place of women in the organisation and their continuing struggle for identify and equality, there has been a surprisingly small amount of original research conducted into the effects that “maleness” has on an organisation’s structure. As such, the authors reflect on the systemic and cultural significance of the “maleness” within the organisation. Element2: identifying key insights from your reading ( 200 words ) Interestingly, the authors are able to define how men and masculinity define the workplace and how the constructs of this masculinity are purveyed within organisations and entities – oftentimes unknowingly. In effect, how gender representation affects the workplace is evidenced in nearly every aspect of an organisation. For instance, oftentimes behaviour that women may see it as crude, aggressive, competitive, and misogynistic – men may view as positive, decisive, and somewhat of a competitive edge in the organisation. The study makes a point of calling out specific attributes of masculinity and maleness within the workplace environment so as to better define man through the context of the workplace. Furthermore, since men continue to account for the majority of upper management positions, understanding how men and masculinity affect the workplace as well as the management decisions that occur on a daily basis only helps to better explain the system as a whole (Collinson/Hearn, 1994). By focusing on management alone, or change alone while ignoring the impacts of the male dominated environment, one is likely to miss the forest for the trees as far as ascribing motives and reasons to the litany of decisions made. Indeed, more broadly, the argument is made the organisational culture is so heavily steeped in masculinity that understanding it, refuting it, and applying changes to it all require a basic understanding of the underlying issues surrounding “maleness” in the organisation. Element 3: what particular application does the reading have in terms of organisational analysis? (200 words) Thus far, scholarship and the readings discussed have focused on organisational change, how to effect it, at what speed should it take place, when should it be attempted, ethical implementation, as well as a litany of other items; however, without understanding the one common denominator between organisational culture it is foolish to attempt to effect any changes therein. Furthermore, categorically assuming that only men will be making leadership decisions and changes in company management is equally disastrous as it works out to be an exceptionally chauvinistic and shortsighted approach to the workplace. It is without question that different forms of masculinity are embedded in relations of power, particular forms of hegemony and the notion of subordination of one employee to another. These forms have been proven to be culturally and historically contingent. Likewise, a clear and concise understanding of maleness and masculinity, such as is possible, should be thoughtfully considered by any practitioners prior to initiating changes or attempting to nudge cultural change. Reading Log 8: “Leading Change: Why Transformation Efforts Fail Element1: identifying the main ideas articulated in the reading.(100 words) In his piece, “Leading Change: Why Transformation Efforts Fail”, John Kotter presents the reader with eight critical steps towards “leading change”. As the readings have exhibited thus far, the successful implementation of change is a multi-faceted process that must consider each of a variety of existential threats to its correct application. Accordingly, Kotter breaks these down into the necessary categories that most organisations fail to pay head to; thus endangering the scope and success of the change they envision. These categories are as follows: 1) not establishing a sense of urgency 2) not creating a powerful enough guiding coalition 3) lack of vision 4) under-communicating vision 5) not removing obstacles to success 6) not systematically planning for and creating short term wins 7) declaring victory too soon 8) not anchoring changes within the organisation’s culture. Element2: identifying key insights from your reading (200 words) It is worth mention that items 1, 3, 4, and 6 of Kotter’s 8 critical steps hinge on vision and its correct application. In effect, these are contingent upon shareholder/employee buy-in that has been discussed at length in the other readings. Yet, it bears repeating that enlightened, genuine and enthusiastic dissemination of vision/communication from upper management with respect to organisational change is what accounts for 50% of Kotter’s 8 critical steps towards leading change. Obviously, each one of Kotter’s 8 steps are an integral portion of successful change implementation; yet, what is unique in Kotter’s examination is that unlike the other authors discussed, Kotter is the only one that not only looks at impediments to change being effected, he also weighs the likelihood of the change taking hold (point 8) and sticking. This hearkens back to previous analysis on organisational culture and how it affects and is more often than not, resistant to change. As such, Kotter correctly categorizes this intrinsic resistance as the final impediment to successful change implementation sticking. Oftentimes, management/leadership will assume that a given policy is enacted and being practiced successfully and will then turn their attention to something else (Kotter, 2012). In little to no time at all, the change will have fallen on the rocks of cultural resistance and slowly rejected. Element 3: what particular application does the reading have in terms of organisational analysis? (200 words) First and foremost, Kotter’s points should be taken literally in the sense that they are a series of steps which, if taken aggregately, will greatly increase the level of organisational change an entity is capable of achieving. However, these steps are not a magical recipe for rapid and long lasting organisational change. As previously demonstrated, without effective, honest, and ethical actions by leadership/management, the changes prescribed will have little to no effect as the shareholders will not feel compelled to accept them. Kotter also states that “more than half of all companies wishing to institute an organisational change fail in the preliminary step”. This abysmal success percentage leads one to question what the overall success ratio is for companies to make it through the entire eight step process while at the same time effecting and maintaining a change. In short, change is without question one of the most dangerous and risk filled actions that an organisation can attempt to engage in. However, in many cases, the external environment or internal needs give no logical alternative but for organisational change regardless of the danger and high failure rate associated with it. Bibliography Burrell, G, 1979. Sociological Paradigms and Organisational Analysis: elements of the Sociology of Corporate Life. 1st ed. London: Ashgate Publishing. Collinson, D. and Hearn, J. 1994. “Naming Men as Men: Implications for Work, Organisation and Management”. Gender, Work & Organisation, 1: 2–22. doi: 10.1111/j.1468-0432.1994.tb00002.x Phil Johnson, 1993. Management Control and Organisational Behaviour. Edition. Sage Publications Ltd. Kotter, J. “Leading Change: Why Transformation Efforts Fail”. Harvard Business Review . 2012. [ONLINE] Available at: http://hbr.org/2007/01/leading-change-why-transformation-efforts-fail/ar/1. [Accessed 08 August 2012]. Kotter, J. Schlesinger, L. Choosing Strategies for Change - Harvard Business Review . 2012. [ONLINE] Available at: http://hbr.org/2008/07/choosing-strategies-for-change. [Accessed 08 August 2012]. Meyerson, D, & Martin, J 1987, 'CULTURAL CHANGE: AN INTEGRATION OF THREE DIFFERENT VIEWS', Journal Of Management Studies, 24, 6, pp. 623-647, Business Source Premier, EBSCOhost, viewed 8 August 2012. Nadler, D, & Tushman, M 1989, 'Organisational Frame Bending: Principles for Managing Reorientation', Academy Of Management Executive (08963789), 3, 3, pp. 194-204, Business Source Premier, EBSCOhost, viewed 8 August 2012. Trevino, K. Brown, M. “Managing to be Ethical: Debunking Five Business Ethics Myths”. Academy of Management Executive, 18, 4 pp. 69-82 2004. [ONLINE] Available at: http://home.sandiego.edu/~pavett/docs/gsba532/mging_ethic_debunk.pdf. [Accessed 08 August 2012]. Read More