Cards (25)

  • Morgan’s images : Organism
    Organizations work like living organisms:
    • Organizations are open to the environment
    • There is an emphasis on relations between organizations and the environment.
    • Employees have complex needs that must be satisfied for them to function well: making work more meaningful and getting people more involved in their jobs
    Key word
    • System, interaction, complexity, environment
    Associated authors:
    • Elton Mayo
    • Abraham Maslow
  • Morgan’s images : Brain
    • Organisations cannot function without processing information, communication, and making decisions
    • Functional departments create structures of interpretation and decision making, which simplifies the ability of managers to make decisions.
    • The brain‘s abilities is its connectivity: different functions are performed by the same structures, and functions can evolve depending on changing circumstances.
    Key words:
    Connections, feedback effects ( responses to input information), learning
    Associated Authors:
    • Herbert Simon
    • James March
  • Organisations have their own peculiar values, beliefs, rules, and rituals.
  • The effectiveness of the organisations comes from shared values.
  • Maurice Thévenet and Edgar Schein are associated with culture.
  • Politics take place when people begin to share interests or form coalitions to advance their interests.
  • Conflict occurs when there are opposing interests
  • Morgan’s images : Psychic prison
    Organisations are created by conscious and unconscious phenomena.
    People in everyday Life are trapped by their incoplete and flawed understanding of reality
    People in organisations become trapped by success, by organisational slack, and by group processes that lead to groupthink.
    It shows that our understanding of organisation is too rational, it draws attention to ethics, power relations, and it shows up barriers to innovation and change
    Key words:
    Cognitive processes, passion, imaginary
    Associated authors:
    • Elliott Jacques
    • Isobel Menzies
  • Morgan’s images : Flow and transformation
    Everything flows and nothing abides:
    everything gives way and nothing is fixed….
    To understand organisations we need to understand the basic forces that generate and maintain organisations.
    The evolution of organisations must take into account factors that impact both the organisation and the environment. It provides an insight on the nature and sources of change, which can help us to find ways of dealing effectively with change.
    Key words:
    Autonomy, change, system
    Associated authors:
    • Curt Lewin
    • Cummings / Worley
    • Zeira / Avedisian
  • Morgan’s images: Instrument of domination
    Modern organisation still produce some aspects of the exploitation of people: Corporate practices place profit before human welfare.
    Organisation is a tool for an oligarchy ( few people have the power), it dominates via:
    • Organisation, social classes
    • Occupational hazards, diseases and accidents
    • Social and mental stress
    Key words:
    Individuals, negative impact, stress
    Associated authors:
    Weber
    Michels
    Marx
  • Morgan’s images: Conclusion
    • Effective management = good understanding of the firm
    • A metaphor facilitates the seeing of certain characteristics of one thing in another to better understand it
    • Morgan notes that effective leaders and managers possess the ability to approach complex situations with new ways of thinking. They are able to remain open and flexible and generate a wide range of possibilities for action.
  • Morgan’s images
    1. Machine
    2. Organism
    3. Brain
    4. Culture
    5. Political system
    6. Psychic prison
    7. Flow and transformation
    8. Instrument of domination
  • Morgan’s images : Culture
    Organization have their own peculiar values, beliefs, rules, and rituals.
    Culture shapes organizations, and organizations are mini-societies with their own different subcultures
    It draws attention to the symbolic aspect and subjective meaning of organizations, to the shared mental programs
    The effectiveness of the organizations comes from shared Values
    Key words:
    Tribes, myths, values
    Associated authors:
    Maurice Thévenet
    Edgar Schwein
  • Morgan’s images : Political system
    People have different interests. Politics is inevitable in organizations. It takes place when people begin to share interests or form coalitions to advance their interest.
    Conflicts occurs when there are opposing interests. It may be inherent in the way the organisation is structured.
    Key words:
    Power, conflict, actor, strategy
    Associated authors:
    Weber, Machiavel, Pfeffer.
  • Scientific labour organisation defined by Frederic Taylor (1856-1915)
    New concepts:
    • Productivity
    • Maximum yield
    • Rythms and pace
    • Task sequencing
    • Line work (Taylor and Ford 1920)
    • Incentive Pay
    • Indicators
  • Scientific Labour Organisation
    • Knowledge becomes organised and scientific.
    • The appearance of design offices within the industry limits the workers to the simple function of exécutans.
    • The notion of productivity is becoming increasingly important
  • The criticism of Taylorism
    • Repetitive and alienating tasks sometimes cause health or attention problems at work.
    • Absenteeism is increasing
  • The “father“ of Management:
    Henry Fayol (1841-1920), he introduced the notion of administration in the sense of management
    6 main fonctions:
    • Production
    • Sales department
    • Finance
    • Accounting
    • Security
    • Administrative office
    5 actions verbs:
    • To foreccast
    • To organize
    • To lead
    • To coordinate
    • To control
  • Scientific Labour Organization: the sociologist
    Max Webber formalizes organizations through organizational charts (Ex under).
    It stresses the importance of factors such as charisma and leadership, legitimized by competency.
    A bureaucratic-type system based on impersonal standards and procedures.
  • Scientific labour organization
    At the heart of the system is:
    • For Taylor : The engineer
    • For Fayol : The administrator / planner
    • For Webber : The bureaucrat
    From the middle of the twentieth century onwards, the human being was gradually placed at the heart of the performance system of organisations.
  • The human relation movement
    This trend has developed themes that are still relevant today:
    • Cohesion
    • Identification
    • Leadership
    Origins:
    • USA: 1930 with May then Lewin, Moreno, Rogers
    • Europe : 1950 ( communication methods )
  • The human relation movement
    Elton Mayo highlighted the importance of relationships and the social dimension in work.
    He demonstrated, for example, that simply observing individuals leads to an increase in productivity, which he explains by the fact that the individual feels taken into consideration
    The HR movement has studied communication, informal relationship, cohesion and superior / subordinate relationships.
  • The modern Management trends
    Origins
    • USA : 1940 Drucker ( management by objectives ), Herzberg (participative direction)
    • Europe : 1960/70, Maslow ( job enrichment and fulfilment)
    • Human is complex , his motivation is important.
    It depends on:
    • The environment
    • Conditions of employment
    • His level of fulfilment
    Moreover to meet the demands of globalization, products and equipment, and therefore workstations and missions, must evolve very quickly : adaptability, openness to change
  • The modern Management trend : the XY theories

    Each based on two distinct value systems. Developed by Douglas McGregor.
    Ex:
    • Theory X = the employee does not like to work. He is unproductive if he’s is not supervised. He only works under duress, even threats
    • Theory Y = the employee likes to work. He needs autonomy, and his creativity needs to be liberated and stimulated.
    Sometimes need a mixture of both
  • Morgan’s images : Machine
    Tool or instrument:
    The workplace : bureaucratisation and routines
    Highly mechanised organisation
    No or low responsibility for the workers
    Key words:
    Rationalisation and control
    Associated authors:
    Max Weber
    Henri Fayol
    Frederik Taylor