Theory of Organizations and Integration Plan - Essay Example

Theory of Organizations Organizational theory is a valuable tool that helps to reveal the underlying organizational patterns in existence and helps to study their intricate patterns and arrive at an understanding of how organizations function. Organizational theory also offers a holistic understanding of organizational function, because it draws on both the sciences as well as the arts and humanities fields. Therefore it allows for a rational, logical understanding of organizational structure and function as well as an understanding of the underlying behavioral and psychological processes governing organizational function (Scott, 2003). Organizational theory is useful when applied to intricate and complicated situations with organizations and in finding creative and inventive ways to deal with those problems. Some phenomena are too complex to be precisely specified through the use of a mathematical formula because human behavior is also unpredictable. In such cases, metaphors, analogies or theories may be more appropriate and also allow for the exercise of multiple perspectives. Organizational theories are like frames through which organizational aspects and culture can be viewed, allowing practitioners to view events occurring within an abstract context and thereby evaluate them objectively (Hatch, 1997). It also allows practitioners to approach problems with a thorough underlying understanding of organizational function and design and from multiple perspectives in order to successfully achieve organizational goals, create successful marketing trends or control and monitor performance through appropriate structuring and designing of organizational processes. Ans 2: In my own life, my approach to problems is likely to be different after studying organizational theories and designs. This study has added to my existing knowledge on concepts which is likely to help me analyze future experiences in the light of those concepts. The knowledge of organizational theory is also likely to help me discover the connecting links between events where I might not otherwise have seen a relation. This may help to highlight hidden aspects of a problem and provide me the opportunity to view the situation in fresh ways to develop innovative solutions. When my personal experiences are combined with my theoretical knowledge of concepts obtained from organizational theory, it is likely to enhance my understanding of organizations and help me to develop effective solutions. Due to the abstract element present in organizational theory, it is likely to enhance my ability to process information more quickly. The element of abstraction allows for the association of volumes of information with a single concept and is thus likely to provide me with better powers of thought by helping me to relate large bodies of knowledge to each other. I also believe that learning about various organizational theories is helping me to approach events from multiple perspectives. Since different theories offer a different perspective and theoretical approach, I will have the facility to apply those elements from the respective theories which I consider to be most relevant in the context of the organization I work for at present and those I may work for at a subsequent date. Maintaining multiple perspectives will also help me to think about the organization in different ways in considering different approaches before understanding the best solutions that can be designed to suit the needs of a particular organization. Ans 3: Scott has cited some of the problems created for participants in organizations, of which the four major problems are alienation, inequity, insecurity and overconformity. In the case of the offshore oil drilling industry and the company Technip in UK which I am familiar with, I feel that the greatest problem for participants is that of alienation, where skilled technicians are not allowed to fully profit in terms of power and advantages from the jobs they work at. This is because as compared to technicians, it is the managerial recruits and personnel who are provided more autonomy, flexibility, decision making power as well as wages and bonuses. The technicians feel that since they are the ones doing the majority of the work, they should receive better benefits, support and encouragement from management; and higher recognition for their efforts. In discussing recruitment of such skilled personnel, Kim and Gefland (2003) state that advertisements targeting such candidates need to be very sophisticated and must also take into account the potential candidates’ desire for power. If the need of these employees to feel that power and sense of belonging in the job is ignored by the organizational higher-ups, it could have a detrimental effect, when it loses its valuable skilled employees to another Company. According to Fuller (2004), it is the way that an organization functions which can influence employee decisions on whether or not to remain with it. If employees feel like outsiders, or inferior and unworthy, then it is likely to have a negative impact upon the employees’ physical, psychological and spiritual well being and they are more likely to leave the organization. If I was the CEO of Technip, I would take immediate steps to ensure that the technicians who are the backbone of the organization do not feel alienated from the organization, or experience the feeling that their experience and ability is not being accorded the level of importance and power within the organization that it deserves. CPA Consultant Steve Erickson recommends that within an organization, a culture of success needs to be created and employees must be made to feel successful due to being associated with the firm. (Anonymous, 2007). Employees must therefore be empowered to eliminate the feelings of alienation and in the case of Technip, I believe that it could be achieved by allowing the technicians a greater level of decision making power on the individual projects where they work together as a team. This may also aid organizational efficiency, because the experience and knowledge of problem situations which the technicians possess will be very helpful in coming up with solutions which can better tackle the problem than those proposed by managers who are not working on the ground. 4. In the case of public service organizations, the greatest danger posed to them is unresponsiveness to customer needs. Public institutions are subject to regulatory influences (Meyer and Rowan 1977), as a result they become more concerned with organizational survival rather than with achieving the stated organizational goals. As a result, many of the executives in such organizations may merely rubber stamp decisions, without too much examination into whether those decisions and processes are responsive enough to the public and also flexible enough to adapt to changing customer needs. One example of such an organization is a building society where the organization may make its decisions based upon existing rules, make promotions within the firm based upon seniority and years served with the Company rather than talent and ability, and place a greater emphasis on stability rather than innovation. (Nellis, 1994). Consequently, the organization is unresponsive to customer needs as it plods along in its bureaucratic framework. If I was the CEO of such an organization, one of my first actions would be to devise a policy that would serve to make all employees conscious that customer service and customer responsiveness must be the primary goal of the organization. I would recruit some smart and capable managers to revamp the existing system and establish new rules to deal with the work of the society. Meetings would be held and brainstorming would be carried out among all employees to come up with the best ideas to gear up organizational functioning and effectiveness towards achieving customer satisfaction. I would also initiate surveys among customers in order to discover organizational weaknesses on the basis of the feedback on their perceptions of service. Measures can then be taken to address those weaknesses and make the system more responsive and flexible in adapting to changing customer needs. References: * Annonymous, 2007. “Ideas that really work to recruit and retain staff”, Journal of Accountancy, 204(2):19 * Fuller, R.W., 2004. “Somebodies and nobodies: Overcoming the abuse of rank”, Canada: New Society Publishers * Hatch, M. J. (1997). Organization theory: Modern, symbolic, and postmodern perspectives. Oxford: Oxford University Press. * Kim, S.S. and Gelfland, M.J., 2003. “The influence of ethnic identity on perceptions of organizational recruitment”, Journal of Vocational Behavior, 63: 396-416 * Meyer, J and Rowan, B, 1977. “Institutional organizations: Formal structure as myth and ceremony”, The American Journal of Sociology, 83: 340-363 * Nellis, Joseph, G, 1994. “The changing role of building societies” IN “The future of Services Management” (C Armistead edn), London: Kogan Page * Scott, W.R, 2003. “Organizations, rational, natural, and open systems” (5th ed.), Upper Saddle River, N.J.: Prentice Hall. Read More