Reflecting on Reflexivity - Case Study Example

Organization and Management Theory of Organization and Management Theory The aim of this paper is to give a brief description of the fundamental concepts underlying the organization and management theory. The four sub-theories that form an integral part of organization management are defined, reviewed and their suitability to different organization needs revisited. The Classical theory had been in existence for a long time emphasizing the experimental and systematic approach of guiding an organization in achieving its goals. However, it had its own shortcomings. In an attempt to break away from, the Human Relationship theory was proposed. The theory puts more emphasis on the psychosocial well being of employees and how factors such as motivation can effectively shape an organization. However, the two theories relied on a rigid and inflexible framework and to help address the issue, the Contingency theory came into being. The Contingency theory gives the leadership flexibility of acting in the most appropriate manner in a given situation. Finally the modern system theory was formulated to encompass all other theories and put them into practice. In this paper, the four theories of organization management are reviewed and analyzed in a systematic way to allow the reader familiarize and appreciate the advantages each has to offer, its suitability and shortcomings. Introduction Organization management theory refers to the study of organizations, businesses and bureaucracies and how they are influenced and related with their environment. Such organizations’ operations are influenced by their leadership, environment, culture and many such aspects. Therefore, the organization management theory involved the studies conducted on the management, leadership, employees, organization culture and behavior, human resource studies and other related studies (Ajzen, 1991). To effectively understand organizations and the necessary steps and actions of core importance to their survival, it is important that studies and research be done independently on the various specific aspects that play a vital role on the existence of organizations and how that effectively affects its management (Ajzen, 1991). For these reasons, the organization management theory is further subdivided into more specific areas for better understanding. The aim of this paper is to analyze organization management theories proposed by researchers in areas that directly influence or determine the way in which organizations are run and the consequent results. Organization theory It is important that one understands the meaning of an organization theory to properly relate it with other sub-theories of management. Organization theory is simply the study of an organization structure (Alkorashy, 2004). Organization theory provides a tool for which organizations can be studied, in structure and functionality which will eventually lead to finding out better ways through which their productivity and leadership can be understood and predictions made for their future performance (Alkorashy, 2004). Through the organization management theory, an organization structure is studied, productivity, leadership, employee behavior, culture and related activities are analyzed which provide the framework to understanding how the overall performance and productivity can be improved. This is important because organizations serve to meet the goals of all the important key players and the whole society at large. The following theories contribute majorly to the management theory (Grongroose, 1993); Classical (scientific management) theory Human relations theory Contingency/decision theory Modern systematic theory The Classical theory The classical theory applies the scientific method and approach in analyzing, carrying out hypotheses while addressing and trying to find solutions in organization management (Alvesson, Hardy & Harley, 2008). This methods relies heavily on the use of scientific empirical data in studying the behavior of management and statistics in coming up with conclusive and proven methods in helping address the issues encountered in an organization setting and providing predictions for further development. The classical theory makes the following assumptions concerning management; Improved productivity and performance in an organization is only an accumulative effort of using the scientific method in analyzing the organization problems and finding the appropriate solutions through experimentation (Alvesson et al., 2008) A good employee in an organization accepts and follows the given orders without personally initiating any actions in the organization setting (Brubaker, 1985). The following make up the basic element of the scientific theory (Brubaker, 1985); Principles of management The concept of line and staff Committees and The function of management The principle of management The principle of management is viewed as something necessary and most important in the organization. It includes (Taylor, 1910); 1. Division of labor and specialization which yields higher productivity in an organization 2. Authority and responsibility whereby authority defines the power of the leadership and the ability to give enforce rules and give orders. Responsibility may define the extent to which individuals in an organization are ready to adhere to their obligations. 3. Discipline is the adherence and respect to the rules and conditions in an organization 4. Unity of command that outlines the importance of hierarchical order of instructions to reduce the conflict of commands and operations within an organization. Instructions and commands should come from a single direction. 5. The unity of direction which defines the collective working together of all the employees in an organization to meet its goals and objectives. 6. Subordination of individual interests to the general interests. This ensures that the collective interests of all stakeholders in an organization prevail at the expense of individual interests. 7. Personnel remuneration ensures that all stakeholders are rewarded fairly for their effort in the organization and that they are treated with human dignity and respect. 8. A balance between centralization and decentralization should prevail. 9. The scalar chain that links all members in an organization harmonizing unity of command in a hierarchal manner from the senior to the junior employee. 10. There is order. A time and place for every activity in an organization well defined and communicated ahead of time. 11. Equality and justice for all stakeholders in an organization should prevail at all times. 12. Stability of tenure of personnel which defines the scope at which an employee should get used to a new task assigned to him/her and do it diligently. 13. Initiatives like thinking out and executing plans at all levels in an organization. 14. Motivated by ‘unity is strength’ since superb results come from pride, loyalty and a sense of belonging in an organization. Line and Staff organization relationships These describe the necessity of an organization having a line so subordinates to help with the management of an organization. This is necessary because as an organization increases in size, it becomes more complex and communication from the senior officers to the junior staff or employees in an organization becomes a challenge (Taylor, 1910). The time taken for important decisions to be made and be implanted becomes tedious. As a result, the concept of persons who helped managers with primary authority and responsibility evolved in response to the growth of and complexity of organizations (Grongroose, 1993). Through their efforts, the subordinate employees help communicate organization policies to other employees in organization in helping it accomplish its objectives in the most efficient way possible. These types of employees are referred to as line employees. Another group of employees, referred to as staff or the board of directors are mandated with the task of helping those senior members occupying the leadership positions in an organization in coming up with policies and important decisions that affect its overall performance (Taylor, 1910). Committees Committees are made up groups of individuals who provide advice and are involved in the day to day operations of the organization. They provide advice and recommendations on the actions to be taken by the manager or leader at the same level for the efficiency of the organization performance. The collective decision of the committee and the leaders in the organization are often final and impact on every aspect of the organization. Their influence impacts on the management of the organization in terms of staffing, planning, directing and controlling the organizations. Limitations of the classical theory The scientific organization theory has its limitations too. First, it only view man an organization in terms of structure, order, its formal organization, the economic factors and objective rationality as opposed to individual freedom, employee motivation and how the effect of the environment on the organization. Human Relations Theory (HTR)/Neoclassical Theory Unlike the classical theory, the human relations theory emphasizes the importance of dealing with workers in a psychosocial way. The theory proposes looking at human beings in terms of their psychological behavior and motivation (Rose, 2005). The theory makes two fundamental assumptions; the social and psychological aspects of employees need to be emphasized for they define and organization and that an organization is a group of persons who work together to achieve a common goal (Mali, 2001). The elements of HRT The Neoclassical theory emphasizes the individual differences among people which results to different methods of motivation. The theory also places much importance on the informal organization setting. As much as an organization may strive to present a more professional look, the informal aspects of it would be as motivating to the employees within the much larger formal professional framework (Rose, 2005). Importance is placed on the effectiveness of participative management in decision making. In this context, employees are given a chance to express their suggestions on what ought to be done to accelerate the performance of the organization. Limitations of the HRT The major part that forms the theory is based on unproven studies that rely on poorly designed theoretical knowledge. Studies and research held in support of HRT do not follow rely on direct and easy to deduce approach or empirical data (Rose, 2005). Secondly, the theory has a limited perception of human motivation. One last aspect of the theory is its lack of total consideration of the environment in which the organization operates and carries out its functions. The contingency/decision theory The contingence theory is based on the view that there is no specific or formal way of organizing an organization but instead, reliance on contingence depended on the prevailing external and internal conditions within an organization (Donaldson, 2005). The leadership decides on the best course of action and leadership style when confronted with a problem. No single particular approach is used but the course of action is determined by the nature of the variables in the right proportion in the organization (Donaldson, 2005). The basic elements of HRT are (Zeithaml, Vadarajan, Zeithaml, 1999); An individual The environment of the organization and The prevailing variables at the time It should however be noted that HRT is very diverse and dynamic and requires in depth experience and flexibility on the part of the leadership to be proactive and decide the right course of action when the organization is faced with challenges that require prompt decision making (Zeithaml et al., 1999) . Modern System Theory In this theory, management behavior and effectiveness is view as the fundamental concept that is effective in managing an organization in achieving its objectives. The modern system theory is inclusive of all other three theories that form part of organization management aspects (Shiners, 1998). The core assumption of the theory is rooted in its firm belief that there is a theoretical framework which should be used in guiding general relationship within an organization and the real world. The theory is better understood by reference to the following terms; The ‘system’ in the theory refers to an entity’s behavior in certain aspects as a product of the relationship between itself and its components. These subcomponents refer to individuals or other sub-entities within the much larger system entity. Another term is the ‘open system’ which is used to give reference to an entity that interacts directly with the environment (Shiners, 1998). An open system takes inputs form the environment and responds by sending out output to the environment. A ‘closed system’ is the opposite of an open system for it neither receives nor gives output to the environment within which it operates (Shiners, 1998). A closed system is exists independently of its environment. Another term that finds most usage in the theory is ‘input’ which refers to the resources utilized by a system to achieve the end results. The input may refer to the leadership in place, employee motivation and other related factors utilized to achieve the organization’s goals. Lastly, ‘output’ refers to the result of the accumulative efforts of the sub-systems, individuals and input within the larger system. The accumulative result of input, processes and entities within the larger system is what defines the output. The system is characterized by the following factors; 1. The system is characterized by three aspects which govern its objectives and they are always combined in the right proportions to achieve the desired results. These are input, processes and output. 2. The core objective of the system is governed by the collective goals desired to be achieved. 3. The environment dictates the operation of the system such as determining the input and the desired output. The environment may place constraints on the overall functionality of the system such as dictating the input resources and the output products of the system. 4. A central core control mechanism is present in the system that dictates and weights the appropriate proportions of the inputs to achieve the desired inputs. The control mechanism oversees the correct functioning of the system by ensuring that all processes run smoothly and devoid of errors and if present they are corrected. 5. The system is flexible to other methods of surviving hardships and trying times. The system may switch to other available options in case of variations in its operating environment. Conclusion It is evident from the accumulative literature that no one theory can exhaustively describe and provide a framework for which an organization can follow to achieve tremendous success due to factors such as technological advancements which will continue to shape the internal and external environment of an organization. For these reasons, all theories have to be revisited by organizations in determining which theories work for them. References Alkorashy, H. (2004). The Nature of the Organization theory (Management Theory) pdf Ajzen, I. (1991). The theory of planned behavior. Academic Press Inc. USA. Alvesson, M., Hardy, C. & Harley, B. (2008). Reflecting on Reflexivity: Reflexive Textual Practices in Organization and management theory. Journal of management studies, 45(3), 481-501. Brubaker, R. (1985). Rethinking Classical Theory. Theory and society journal, 14(6), 745-775. Retrieved from http://www.jstor.org Donaldson, L. (2005). The contingency theory of organizational design: challenges and opportunities. Springer Publishers. Print. Gopal, M. (1993). Modern control systems theory. New Age International Publishers. Print. Rose, N. (2005). Studying Organizations: Human Relations Theory and people management. Grey Publishers. Print. Mali, F. (2001). The modern systems theory and the sociology of science. Journal of sociology 37(38), 71-80. Shiners, M.S (1998). Modern control systems Theory and design (2nd ed). John Willey & Sons. Inc. USA. Print. Taylor, W.F. (1910). The Principles of Scientific Management. National Humanities Center, Research Triangle Park, NC. Print. Gronroose, C. (1993). From Scientific Management to Service Management: A management perspective for the age of service competition. International journal of service industry management, 5(1), 5-20. Zeithaml, A.Vadarajan, P. & Zeithaml, C. (1999). The Contingency approach: Its foundations and relevance to theory building and research in marketing. European Journal of marketing, 22(7), 37-64. , , Read More