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Organization as machine, organism & Political-System

Q1 Discussion

A metaphorical analogy may describe the main features of an organization and describe its operational procedures. Employer attitudes toward their customers and workers may be explained using organizational metaphors.  A well-known method of describing an organization’s culture is via the metaphor of the organization as a building (Cornelissen, Kafouros, and Lock, 2005)

. In general, we have discovered that organizations may be described as machines, creatures, brains, civilizations, political systems, and even mental prisons. The metaphor is a fundamental mechanism through which human beings anchor their experiences and develop further by incorporating new ideas with like attributes.  An organizational employee realizes that this is the metaphor that drives the company and that money and incentives are the fundamental driving elements; this person learns quite a deal about his organizational culture. Many other metaphor suggestions have surfaced in the recent past, including the metaphor as a family. As a system, the metaphor of the organization includes the metaphor of the organization as a circus, team, culture, etc.

We looked at four organizational metaphors:

  • Machine: an organization is a sequence of interconnected components that function together as a unified system to carry out a specific goal and then produce repeated output.
  • An organism: An organization is a collection of components reacting to their environment, and to survive, must adapt accordingly.
  • political system: a large organization in which a circle of action, influence, and planning may be carried out
  • Flux and Transformation: An organization is a system that is in constant flux, whose components are defined by their surrounding environment.

1       Organization as machine

This is the kind of person who looks at organizations as machines. They need a deep sense of request and control. They attempt to creatively segment occupations, looking for job candidates who fit the bill. As a result, they expect that logic and reason will ultimately win out.It works when using a metaphor such as this: it is like with machines when you have a simple job, a consistent environment, a repeatable outcome, and a priority on precision. This metaphor does not get the mark: when the work environment changes and when workers yearn for something better (Cornelissen, 2005).

The metaphor conveys the following: What this philosophy implies for leadership: The pioneers must think, and the laborers must perform; this is the duty of the pioneers to share correct requirements and get rid of the underperformers. People who hold this perspective think that change entails shutting down, supplanting a pinion, and easy continuing production; obviously, this neglects how individuals consider a change.

2-      Organization as an organism

Some people worry about the atmosphere around the organization and the means to get into that environment. Changes are seen as environments to adjust to pressures and elements to confront (Taber, 2007). When this metaphor works: when there is a clear and distinct shift in the environment that threatens the organization’s endurance (for example, legislation is allowed) (for example, another law is authorized).  This metaphor fizzles, for example, when changes are constant and when it has little control over susceptibility. As a metaphor, pioneers are assigned to detect changes and then fashion a strategy step by step (this works when classical procedure additionally works, in a universe of discrete and unsurprising changes). In the context of organizational transformation, this metaphor states that traditional theories of change lead to executives falling (e.g., Lewin), where the idea is that you may introduce an improvement and then revisit a situation of routine.

3-      Organization as Political-System

The majority of people who are afraid of taking up and using power and effect in a political system believe organizations to be political systems. Employees are seen as “supporters” who can add to the whole, “individual pioneers” who must work together, and managers as those who can influence and control. When this metaphor works: there are many competing interests and personalities, and above all, common sense is forsaken. When a metaphor fails, like it would with a rival or change in the company: the organization must work together to face a threat (Oates and Fitzgerald, 2007). Using this metaphor, we are trying to demonstrate that pioneers are forced to compete for attention, influence, and strength, making it difficult for them to remain oblivious to how they are being viewed (i.e., how they do in a gathering). Here, this metaphor implies that the person who emerges victorious from a political system is also the one who sees the changes and can organize them. Unfortunately, history is filled with examples of individuals who can control a political system but fail to anticipate societal movements

4-      Organization as Flux and Transformation

Individuals who view organizations as far as flux and transition have comprehended fragility, complexity, and even chaos about their company is experiencing. The environment and organization affect each other, and both must respond to change (Lawlor, 1984).

When this metaphor works: when there is continuous and complicated change; when circumstances and logical conclusions currently do not bode favorably When the illustrative example does not suffice: When the whole company has to operate as if it were a machine, or when there is a great deal of external uncertainty, pioneers capitulate and give up the commitment to change.

In this metaphor, pioneers are called upon to investigate many paths regarding minor, safe-to-bomb alterations, then consolidate resources for larger, more fruitful investigations while shutting down errors. In contrast, examine changes in the environment. The metaphor argues for a test and learns mentality to take a slower and more methodical approach to change.

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