Managing Organizations in a Global Context - Essay Example

ROOT METAPHORS APPLIED IN UNDERSTANDING ORGANIZATIONAL BEHAVIOR Introduction A close analysis of organizations has shown certain similarities or characteristics that can be related to other things. Such comparison has led to the emergence of root metaphors. Metaphors serve as symbolic representations that give a certain meaning based on the behavior of what one aspect is being compared or related to. Use of metaphors simplifies one’s understanding of the operations of an organization while at the same time bearing great significance. Metaphors give a clearer understanding of the paradoxical and complex characteristics of organizational behavior. Some of the metaphors that have been used over time in reference to organizational behavior include organism, culture, machine and political systems. This paper will analyze some of the root metaphors that have been used to describe organizations. Organizations as Cultures Culture refers to a way of a people hence organizational culture denotes a pattern of basic assumptions adopted within a group. These assumptions act like the norm and any new member has to learn them (Phegan, 1996: pp. 25). These norms govern the interaction of people within an organization and the working relationship with those outside the organization. They define conduct for various situations (Parker, 2000, p.56). In analyzing organizations as cultures, the Hofstede’s cultural dimensions theory proposes that organizations adopt a culture as determined by the region they are located in (Hofstede, 1991, p. 43). Organizational culture varies from one nation to another. An awareness of multiculturism is important for any organization. For instance, if an organization based in Britain chooses to extend its operations to the Arab nations, then it has to take into consideration the aspect of religion that is an important part of the lives of the Arabians. Hence, the organization will adjust its culture to accommodate its Arabian employees. According to Hofstede (1980, p. 67), national and regional cultural groupings affect organizational behavior. Different analysts have described organizational culture in various ways. Deal and Kennedy have four cultures (Deal and Kennedy, 1982, p.34). The ‘work-hard, play hard’ culture is one where the members of an organization put a lot of time into their work to be among the best. Such organizations are result oriented. Organizations like restaurants have adopted such a culture. The ‘tough guy macho’ culture is a high risk and reward oriented culture. In addition to this, such organizations focus on the present rather than long term goals. An example of this would be the police force. Process culture works for low risk and slow feedback oriented organizations. These organizations, observe a lot of bureaucracy. Banks and insurance companies fall into this category. Lastly, ‘bet-the-company’ culture is common with organizations that are involved in high risk business that gives slow feedback (Hartnell et al. 2011, p. 12). A lot of planning and work is put into the realization of goals. Oil companies and aircraft manufactures are some of the organizations with such a culture. An organization’s culture determines its output as pointed out by Denison et al. (2004, p. 98-109). A strong culture is one where the staff aligns themselves to the norms and lives up to the expectations. In such cultures, work progresses smoothly and the organization easily realizes its goals and objectives. Furthermore, a strong culture organization benefits in that the employees have high motivation (O’ Reilley et al., 2006: p. 487). Moreover, organizational culture increases team cohesiveness. Different departments and divisions within the company closely work together. This fosters harmony. This in turn promotes consistency. The staff finds their niche and can easily coordinate their activities. Once they adopt the norms, they know what is expected of them and work effortlessly in keeping up with the norms. Hence, it also shapes their behavior (Cummings et al. 2004, p. 147). These organizations are characterized by fair treatment of employees, equal opportunity for every team player to reach their full potential, strong and visionary company leaders, well established communication channels investment in knowledge and employee enthusiasm are some of the characteristics of healthy organizational cultures (Stacey, 2001: pp. 24). One good example of an organization that has benefited from a corporate culture is Wal-Mart. The company founder, Sam Walton, created an environment where trust and mutual respect exists. He addressed his staff by their first name. He encouraged them to diversify their way of conducting business. Wal-Mart staff hold to this principle up to date. Conversely, a weak culture implies little or no alignment to organizational values (Ravasi and Schultz, 2006, p. 433). Some organizational cultures foster unhealthy competition amongst employees. Each employee is out to prove themselves for individual benefit. An individual oriented organization ends up with disillusioned employees. This is because once the highly competitive employees get to the top; they realize that they still need their subordinates whom they trampled upon. The subordinates find no reason to submit to such leadership. In such an environment, one can expect little or no results at all. Organizations as organisms An organism represents living creature. In the context of an organization, the people would be its life blood. For an organism to survive, it must replenish itself otherwise it risks dying. Similarly, an organization needs certain inputs for it to grow. An organism is made up of several parts that work in harmony to ensure the organism’s survival (Fernando, 2011, p.1). Likewise, an organization consists of various structures that work around the organization’s drive and vision. Thus, just like an organism, one can look at an organization as a whole and also at the same time consider its constituent parts. Some of the characteristics of an organization include growth, homeostasis, metabolism, adaptation, reproduction and death. Homeostasis refers to the maintenance of the internal environment in a constant state. An organization will work towards ensuring that the work environment is maintained as determined by its culture. If it is a profit driven environment, then the organization’s leadership will ensure every employee gives maximum input. If one is not meeting the requirements, then the management will take the necessary measures (warning letters, suspension or termination from work) to ensure that the environment retains a ‘work hard’ atmosphere. Organisms require energy to carry out processes vital to its survival through metabolism. Similarly, an organization works at ensuring that it has the required resources needed to run its operations. Once an organization is successful, then it seeks to grow its market base so as to maximize its profits. Growth is crucial for any organization. In growing its market base, an organization ventures into new markets for diversification. Thus, it needs to adapt to the complexities that arise on a daily basis in the markets. For an organization to remain competitive, it needs to be on the lookout of new knowledge. Once it acquires new knowledge that may be in the form of new technology then it needs to adopt it and align it with its objectives. If one part of an organism doesn’t function as it is supposed to, it is detrimental to the organism and if not well handled, it may result in the death of the organism. Likewise, if an organ of an organization, for example, the Finance Department, fails to operate as expected, the organization dies. As noted earlier, people make the life blood of an organization. Each individual may be looked at as a cell. Each cell woks individually while at the same time in unison with other cells for the overall performance of the organ. Therefore, every individual in an organism contributes to either the overall success or downfall of the organization. Organizations as Machines Machines are designed to make work easier. In addition to this, a machine’s expected to give consistent performance (Suchman, 2007, p.5). Each part of the machine is expected to execute its function without faltering. Also, the blueprint of the machine is guarded closely by its engineers. In case the machine needs alteration, reference is made to the blueprint for modifications to take place. Similarly, in viewing an organization as a machine, the services it gives are geared at improving lives and service delivery. The employees are not expected to deviate from the line of work they have been assigned. For this reason, an organization comes up with a set of objectives, its mission and vision that enable its workers to stay in course of what the organization hopes to achieve. In this case, the engineers would be the organization’s managers and other leaders. Thus, an employee cannot independently make a decision to change company policy. Bureaucracy is upheld in high regard. Managers and other leaders chart out the course that the organization is to take. They are expected to be in total control of organizational operations. In conclusion, organizations have shown characteristics that have given rise to metaphors. These metaphors are symbolic representations that are of great significance. Some of the root metaphors are organizations as cultures, organisms and machines. Each of these metaphors relates a given behavior of an organization. As a result, these behaviors determine the organizations level of success as each has a consequence on the organization. References Cummings, T. G. and Worley, Christopher G. 2004. Organization Development and Change, 8th Ed., South-Western College Pub. Deal, T. and Kennedy, A. 1982. Corporate Cultures: The Rites and Rituals of Corporate Life, Harmondsworth, Penguin Books. Denison, D., Haaland, S. and Goelzer, P. 2004. "Corporate Culture and Organizational Effectiveness: Is Asia Different from the Rest of the World?" Organizational Dynamics. 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Developing Your Company Culture, A Handbook for Leaders and Managers, Context Press. Ravasi, D., Schultz, M. 2006. "Responding to organizational identity threats: exploring the role of organizational culture", Academy of Management Journal, Vol.49, No.3. Stacey R. Complex responsive process in organizations: Learning and knowledge Creation, London: Routledge; 2001. Suchman, A. L. 2007. ”Organizations as Machines, Organizations as Conversations: Two Core Metaphors and their Consequences,” University of Rochester School of Medicine and Dentistry, Rochester, NY. Read More