The current diversification and developments happening around the workplace today has brought about numerous changes and perspectives in which organizations are understood. Seeing this, there are different ways in which an organization may seek to exemplify its relationship among its members. Due to this, the role of the manager must continuously act as both a facilitator and guide in the attainment of the overall functions and objectives set a particular organizational entity. Only by doing this can it be sustainable and address the challenges and hurdles it may face.
Responding to the quote, managers are given the challenge to effectively create and see through possibilities on how valuable these images are to the overall success and growth of any organization. Each one can be used as an effective instrument towards creating methods and programs that are addressed to implement and enhance the way management issues are dealt with. By synchronizing one particular approach, an executive can then point out necessary issues that can be symbolic in the attainment of specific problems. Likewise, understanding all these images can result an undertaking that is holistic and encompassing in nature.
The Importance of Culture One particular image that is given by Gareth Morgan is the model indicating “organizations as cultures” (Management Alternatives, 2001, p. 1). In here, the manager is given the opportunity to tackle issues that deals with the rationale of how culture and practices affect the way an organization performs its outputs and interests. He/she must seek to balance the way informal and formal ways culture is facilitated and at the same time seeks the interplay of various concepts associated with it such as power, politics, and collective bargaining (HHS, 2003).
In addition, the concept must not be taken lightly as it remains to be a primary mover of catalyst enhancing change and improvements. By harmonizing and balancing the effects of this facet towards the desired objectives and goals, the manager can both recognize the needs of its workforce and formalize the process in which conflicts and situations are addressed (HHS, 2003). This in turn enhances stability amidst the environment of struggle and difficulties. The ‘Brain’ for each action Another image that can be seen involves the model advocating “organizations as brains” (Management Alternatives, 2001, p.
1). This area can be understood by the assumption that managers make different situations and end results which are insinuated by their decision-making process. Since this idea does not really try to replicate the thinking process by man, organizations are tackled with the challenge to create responses that are bound to be rational in nature and make tasks manageable (HHS, 2003). Despite the setbacks and critique that may be attached to the notion, executives can enhance the way they impart their decision making skills by adhering to the element and drive for changes.
Seeing this, it legitimizes the role of organizations as ‘thinkers’ who seek to cater to the problems that are apparent and existent in a particular environment (HHS, 2003). Due to this, mangers can effectively and efficiently use the models attached into the framework such as single loop and double loop learning, feedback systems, networking, and processing new information and ideas. By doing this, a dynamic approach can be attained which leads to the further realization of important mechanisms that will exhibit the desired outcome for change and improvements.
Conclusion To conclude, the two images are only partial facets in the overall understanding of how organizations’ works. It is still in the best interest of managers to look into what approach can best fit a particular situation. Therefore, it is important to balance and create effective interpretative approaches that can both enhance the capacity and functions of such entities and at the same time taking into consideration the initiatives in addressing change.
HHS (2003) Looking at Organizations: An Introduction to Public Management. [Internet] Available from: <http://209. 85. 175. 104/search? q=cache:Nqu49J9TzFMJ:www. hhs. csus. edu/Homepages/CJ/BikleB/Looking%2520at%2520Organizations. doc+images+of+organizations&hl=en&ct=clnk&cd=10&gl=ph> [Accessed 3 November 2008] Management Alternatives (2001) Images of Organisations. [Internet] Available from: <http://www. mapl. com. au/organisations/organisations3. htm> [Accessed 3 November 2008]