Critical Analysis of the Deconstruction in Organizations - Term Paper Example

Deconstruction in Organizations Introduction Deconstruction evolved from the writings of the French philosopher Jaques Derrida. The notion is based on the philosophical idea that the language has no unchanging significance. Man can never assume the meaning of the language and therefore, should work towards interpreting the meaning of the language. The words always have some hidden meanings in them. Therefore, the deconstruction of the sentences and the language would bring to light the hidden meanings. The concept was applied in the management of the organizations and was proved to be successful. In the management perspective, two approaches were followed in the deconstruction process. In the first one, the literature published by the organization in the form of reports and analysis is deconstructed to find out the emphasis and to interpret what it excludes. In addition to the texts of the organization, the symbols can also be deconstructed to find the inner meaning. The second approach is that the deconstruction enables us to write the organizational analysis. The main motive is to understand the theme of the context and how these are employed to understand the inner meanings of the texts. The texts interpret what the organizations do not want to talk about. The deconstruction process helps in the evaluation of the motives of the company. The process of deconstruction has not assumed popularity because it puts in question the integrity of the management and its publications. (Thorpe & Holt, 2008; Pp 71-72) However, the efficiency of the process cannot be questioned in the analysis of the company. The paper will discuss the process of deconstruction in the understanding of the strategy and policy of the organization. Deconstruction As stated earlier, deconstruction as a process or an analytical tool has not assumed the popularity like the other analytical tools. This is because the deconstruction process emphasizes on the analysis of the inner meanings. Deconstruction as a process is based on the texts and the symbols of the organization. The texts and the symbols are analyzed to reveal the inner meaning. The deconstruction analysis is based on the observation of the organizations as bodies of texts. The organizations are not viewed as static entities and they are viewed as some structure, which have some inherent meaning. True to the deconstruction theory of philosophy, the texts of the organizations have inner meaning that reveals some important information about the organizations. The base of the deconstruction process is based on the observation of the texts of the organization. The texts of the organization give an impression of the organization and the way it operates. The analysis of the texts brings into light a dominant perspective of the organization and suppresses an invisible part. The deconstruction process analyses the dualities in the character in the text. In the same way, management has a duality in the structure and usage. There is duality in the structure of the management with the managers controlling the employees of the organization. The managers of the organization are appreciated and the workers are the unappreciated part. The workers in the organization are the most important part of the organization and productivity depends on them. Deconstruction has been rendered useful in the case of the smaller texts and the analysis of the organizations where the duality of the concepts can be found out. The success of the process has been based on the assumptions of the smaller texts that help to find the inner meaning of the organizations- good or bad. (Gabriel, Fineman & Sims, 2010, p. 385). Deconstruction in the management perspective owed its origin to Cooper who first found the deconstruction theory to be useful in the case of the business organizations. The deconstruction in the case of Derrida has been involved in analyzing the duality of the texts. Cooper introduced the idea of “logocentrism”. He defines “logocentrism” as “a structure with a fixed center or point of origin that also censors the self-errant tendencies in the text.” The subject is based on the analysis of the positive and the negative sides of the text simultaneously. The duality may be good or bad, man or woman, structured or unstructured and so on. The motive of the subject is the creation of a safe environment where the second part has no bearings on the first part of the text. The process looks to clean the organization and provide a clear view of the society. The model of deconstruction in the case of the management perspective has been to analyze the differences in the texts. There are two phases in the deconstruction process according to Cooper – overturning and metaphorization. In the management of the organization, there is a hierarchy and one upper group controls the lower group. In the case of overturning, the hierarchy of the organization is overturned so that no group is controlled by the other. The management obtains a position of neutralization in the management. This gives rise to a new structure in the management that has no traces of the previous regime. Other scholars have described the process of deconstruction. According to the Martin, there are nine steps in the process. The process described by Martin can be discussed as follows: Finding the duality: The main function is to find the duality in the words of the texts. The duality will help to describe the difference the differences in the reports published by the management. Examining: The second step is to examine the texts and the duality. In this step the silences of the texts or the inner meanings are to be analyzed. Contradictions: The next job is to find the contradictions in the texts or find the places where the texts do not convey a definite meaning. Alien content: It is very important to find the phases or the contents that are alien to the text. Multiple meanings: There will be parts in the texts where different meanings will be conveyed. This is one of the important processes in the deconstruction phase and this helps in conveying the inner meanings of the texts. Double entendres: There may be areas where the texts will give into different meanings unconsciously. The main job is to interpret the meanings of these areas. Reconstructing: In this stage, the phrases in the texts are substituted which help to make the biasness in the texts disappear. Limitations: Then the work will be to explore the limitations of the changes in the texts. Status Quo: The changes in the texts are analyzed and if the changes need to be for the better for the organization, it is implemented. Therefore, the deconstruction of the texts of the management tends to analyze the duality of the texts produced by the management. The duality of the texts are analyzed and found if the structure of the organization is causing the problem. After the analysis of the texts, the texts or different phases in the texts are deconstructed and the changes are implemented in the organization. The process of deconstruction is the same in the case of Martin or in Cooper. The inherent idea is the analysis of the duality of the texts and the change of the structure. (Linstead, 2004, Pp. 38-41, Chia & Chia, 1996, Pp. 175-177) The deconstruction theory in the organization perspective helps in the recognition of the newer concepts and techniques in the management process. In the traditional business model, the production and sales of an organization was done under the same head. A building was taken for the organization and it was economically viable for the organizations to continue working under the same banner. However, it changed with the arrival of the Internet. Various functions of the organizations were outsourced and it was economically viable for the organizations to do so. The evolution of the new techniques is possible with the help of the deconstruction process. The deconstruction helps in the analysis of the problems of the organizations and paves the way for the integration of the newer methods in the management of the company. The process is helpful in the identification of the strategy and the policies of the company. With the analysis of the duality of the meanings of the texts, the mission and the vision of the company as well its motive can be analyzed. The mission and vision of the company are coherent to the strategies and the formulations of the company. The deconstruction analysis is helpful in the educational institutions that look to analyze the problems of the students and pave a path of recovery for them. (Weller, 2002; Pp 37-38) Strategy and policies of an organization-a model It has been stated earlier that the deconstruction approach in the management is not popular. This has been the case because the process questions the integrity of the management in this respect. It will be helpful in this analysis if we can take into account the strategies and the policies of the organizations and what it interprets. Strategies and policies The strategies and policies of an organization is one of the most important components in its function. The strategies and the policies depend on the external environment and to some extent, on the internal environment of the firm. The external environment concerns about the industry of the operation of the firm, it accounts for the factor and product markets on which the profitability of the firm essentially depends upon. The profitability of a firm is determined by the equilibrium conditions achieved in the product and factor market, so the strategic management team closely follows the trends of these markets and keep a tab on the factors influencing theses markets. (Business strategies for sustainable development, n.d) The internal environment is concerned with resource base, which includes the technical know-how, the labor force and other factors of the firm on the basis of which it competes in the market with its competitors. The other factors that can be used to understand the strategy of different organizations are: a. The History and growth of the organization: The present and future of an organization greatly depends on its history. The structure, founding and other critical incidents fall under this category. b. The strengths and vulnerabilities of the organization: The value creation of an organization depends on its strengths and weaknesses, it plans and strategies according to these. For Example: If a company weak in product marketing would plan its finances in such a manner that it can accommodate outsourcing costs. c. The strategy adopted at the corporate level: This includes study of the company’s line of business, its missions and strategies of business. The subsidiaries and acquisitions made by the organization also help in identifying the corporate level strategy of the firm. d. The strategy adopted at the business level: The marketing and competitive strategies are the business level strategies. The company’s general focus on costs, activities like marketing, research and development also fall under this category. e. The implementations in and of the organization: This area analyses the strategies adapted by the company to implement its business. f. The strategic choices and expectations of the stakeholders: The expectations of the stakeholders determine the direction of the company; it helps to understand the choices made by the strategic departments in the company. (Schweitzer, n.d) The strategic analysis is therefore, an integral component of the development of the organization. The strategies and policies of a firm determine scope, direction and the long-term goals of the organization. It is the strategy of the organization, which helps it to achieve its goals in a challenging and competitive market through the optimum use of its resources. The strategic analysis is directly related and associated to the choices and implementations of the firm. The deconstruction process is one of the tools for the analysis of the strategy and the policy of the organization. A discussion of one of the popular models in the analysis of the strategy and the policies would help in the evaluation of the deconstruction process. Balanced Score Card Model The balanced score card model is one of the most popular strategic management tools in the modern day business environment. The tool is used for the analysis of the operations of the company. It is used by different kinds of organizations the world over. The model examines the performance of the variants of the company. The non-financial constraints are added to the financial constraints and they are evaluated on various grounds. The model provides the managers the evaluation of the performance of the divisions in the company and also analyses the future course of actions for the policies of the firm. It is practically a “dashboard” of performances of the divisions of the company. It has evolved as a tool for the strategic management of the firm. The suitability of the balanced scorecard can be best described in the words of Kaplan and Norton-the innovators. According to them, "The balanced scorecard retains traditional financial measures. But financial measures tell the story of past events, an adequate story for industrial age companies for which investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation." (What is the balanced scorecard, n.d.) The model is helpful for the customers as well as the managers of the company. Importance of deconstruction Though the deconstruction process has not been popular, its importance cannot be neglected. The other models like the balanced score card takes into account the performance of the company. The model cannot gauge the motives of the company. However, in the deconstruction process, the duality factor helps in analyzing the motives and the visions of the company. The results of the company cannot express the motives. The other models are involved with the results of the company. However, the deconstruction model goes into the crux of the matter to analyze the operations of the company. The process is more helpful for the external parties to the business. Therefore, it can be stated that the deconstruction policy should be understood in getting a hold on the strategy and the policies of the firm in the true sense. Conclusions The deconstruction process has not been popular in the management as the process is hard to understand on one hand and on the other; it questions the integrity of the management. The other models, which are more straightforward, have been popular in the analysis of the strategic management. The deconstruction process analyzes the duality of the principles of the management by the review of the literature while the other models examine the results of the company. The deconstruction process helps in interpreting the inner feelings and the motives of the company. This is the most appropriate way of analyzing the policies of the company rather than the examination of the results. The deconstruction process should be understood in getting to know the actual policies and the strategies of the firms. References: 1. Thorpe,R and Holt,R. (2008). The Sage dictionary of qualitative management research. Sage Publications. 2. Gabriel.Y, Fineman.S and Sims.D. (2010). Organizing and Organizations. Sage Publications. 3. Weller,M. (2002). Delivering learning on the Net. Routledge. 4. Linstead, S. (2004). Organization theory and postmodern thought. Sage Publications. 5. What is balanced scorecard. (n.d.). Balanced Scorecard Institute. Available at: http://www.balancedscorecard.org/bscresources/aboutthebalancedscorecard/tabid/55/default.aspx (Accessed on 19th May, 2010) 6. Business strategies for sustainable development. (n.d). International Institute for sustainable development. Available at: http://docs.google.com/viewer?a=v&q=cache:AbpwSU48tWEJ:www.bsdglobal.com/pdf/business_strategy.pdf+strategies+and+policies%2Bbusiness+organizations&hl=en&gl=in&pid=bl&srcid=ADGEESjGotAq8rNBuHjBrsbzQMroUOfuJDVipoB7_ksqdmiaRduq0ieJzyPUe7A9K8kCqPIjZZI9YRdVBWvP2if5Cq4pS1cvG2NX_02rKxqnfkJG8Zm1D1AKKeLdBdeTzvMr05OithF1&sig=AHIEtbTkF1ZaK1RjHeUcCuWvaTM8Lx92pA (Accessed on 19th May, 2010) 7. Schweitzer,K. (n.d.). How to write a case study analysis. About.com. Available at: http://businessmajors.about.com/od/casestudies/ht/HowToCaseStudy.htm (Accessed on 19th May, 2010) 8. Chia,R and Chia,R.K.(1996). Organizational analysis as deconstructive practice. Walter De Gruyter. Read More