Session 1

Created by

Julie

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
Machine
Organism
Brain
Culture
Political system
Psychic prison
Flow and transformation
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