Visual Representations of Organization Theory - Essay Example

Running head: Visual representation Visual representation of organization theory Pallavi Bichali Academia Research Abstract This paper illustrates two different organization theories through visual representations. The two organization theories touched upon are that of trap of favored ways of thinking and the dark side of organizations in the form of shadow of organization. Morgan’s analysis of images of organization aid in understanding the psychology of organization and behaviors that directly or indirectly relate with organization culture and growth.

For the first aspect, a picture of fish in water is used to relate to the trap of favored ways of thinking and the second aspect is explained with the help of a picture of a shadow. Visual representation of organization theory As quoted by Morgan, ‘communications theorist Marshall McLuhan noted that the last thing a fish is likely to discover is the water it is swimming in. The water is so fundamental to the fish’s way of life that it is not seen or questioned.’ (2006). Through this Morgan directs our attention to the concept of trap of favored ways of thinking.

The fundamental role played by water to the fish analogues many mechanisms, ideologies, concepts upon which organizations are formed. Just the way, water is the world for a fish, and a fish cannot live out of water, so do organizations behave very often. Organizations tend to adopt certain culture, mechanisms, tools and practices which eventually become the fundamentals of the organization and its goals. These features reflect in the motivational aspects of the organization too which forces the employees to work in that direction ‘only,’ thus blocking creativity and other hidden business potential.

In this course, organizations tend to adopt a kind of language, called as the organizational language which becomes the key factor of organizational growth as communication is vital for any organization’s success. Morgan relates this situation to the psychic-prison metaphor relating it to the trap of favored ways of thinking, and provides guidance to unleash hidden power and creativity. The trap of favored ways of thinking leads to closure of other avenues and opportunities, eventually leading to the situation of work becoming more of a norm or ritual and loss of innovation and creativity.

In the process of favored ways of thinking, we tend to see only those things are familiar to us, and tend to ignore the rest. Though existence of creativity may not be the determining factor of any business, it can eventually turn so and, thus, lack of creativity has to be noticed. When the suppression of logic of what is significant is imposed by organizational control, this trap can turn out to be an abuse for organization’s development. Productivity and quality losses can be measured and recovered, but failure to tap the hidden potential in terms of business or opportunities cannot be measured.

The trap of favored thinking spreads throughout the organization, and in course of time lead to lack of originality too. Morgan illustrates that these cognitive traps require adoption of paradigm changes and management of paradoxes in order to change the way things are perceived under the management umbrella. Shadow of Organizations Every organization is said to have two facets, the brighter side of the organization that is visible to everyone from outside and another that is hidden in the form of a shadow.

Morgan relates shadow of organization through the theory initially conceptualized by Jung, C (1971) to explain the implications for understanding how people enact organization reality. He referred shadow corresponding to the hidden aspects of organization such as certain unwanted drives and desires running through the organization. These drives or motives thrive in the absence of conscious efforts to recognize and eliminate them. The shadow concept in relation to management of organization manifests in the form of facts which may not be acceptable by the people of the organization.

These shadows tend to get ignored due to impending threats to the iconic aspect of the organization, and the need to be seen in an approving manner from outside. Research and studies have shown that innovation, ideas, and action occur more prominently in the shadow of organization, which is sometimes referred to as the informal organization. The informal organization is very much part of the formal or main organization, but is formed by relationships and interrelationships of people, teams and groups.

These relationships, though not formally visualized, but are an important aspect of an organization. Positive and constructive relationships have positive results, and negative relationships due to improper management of people tend to give negative results. These negative aspects get deliberately ignored for the reasons of threat to image, and become a predominant part of the shadow or the dark side (Grey, C & Antonacopoulou, E, 2004). In Morgan’s words, shadow is the unconscious human side of the organization that generally tends to get ignored.

However, for the holistic development of an organization, this aspect cannot be ignored in face of ever-changing corporate culture. The shadow concept of an organization forms a subsection of the psychic prison metaphor as explained by Morgan (2006). Here, what seems rational may have irrationality hidden that need to be recognized and accepted by managers in order to achieve better integration and balance in the organization. ReferencesGrey, C & Antonacopoulou, E, 2004. Essential Readings in Management Learning.

Published by SAGE. http://books.google.co.in/books?id=wClQ6nAP_GoC&pg=PA373&dq=shadow+organization&lr=#PPA373,M1Morgan, G.2006 Images of Organization. Published by SAGE.http://books.google.co.in/books?id=h-f429ueNRYC&printsec=frontcover&dq=Images+of+Organization,+Morgan#PPA208,M1 ReferencesSchein, E. Organizational Culture and Leadership. P 174. Published by John Wiley and Sons, 2004http://books.google.co.in/books?id=xhmezDokfnYC&pg=PA174&dq=schein+1983+creativitySuggests that consultants have tended to understand organizational systems in terms of organic metaphors of equilibrium adaptations between system and environment.

Examines the implications of ideas from the study of complex adaptive systems that suggest that living systems co-evolve to far-from-equilibrium conditions, “at the edge of chaos”. Takes this perspective for understanding the interactions occurring simultaneously in an organization’s designed or formal network of relationships, and in its self-organizing or shadow networks. Provides illustrations from the author’s consulting practice to suggest how such a perspective may inform OD intervention in organizational culture change