Subordination of People to Systems and Organisations in the 21st Essay

Subordination of People to Systems and Organisations in the 21st Century - Essay Example Morgan further illustrated his views by studying eight organisational metaphors: Machines: Organisations can be perceived to be logical enterprises, which are created to accomplish predetermined objectives in a competent manner through the linear aspects of cause and effect. Organisms: Organisations can be viewed as being living organisms that aim to transform in such a manner that they are capable of surviving or remaining relevant in a changing environment. Brains: Organisations can be viewed as being a type of brain that is flexible, inventive, and resilient. Here, the facility for intelligence is presumed to be distributed all through the enterprise, thus allowing the entire system to self-organise and develop along with the rising challenges. Cultures: Organisations can be said to be mini-societies that have their own rituals, values, beliefs and ideologies. They can also be defined as continuing procedures of reality construction that permit people to see and appreciate particu lar actions, events, comments, objects, and situations in distinct ways. For example, most restaurants have â€Å"back of the house† as well as â€Å"front of the house† operations (Morgan, 2006). Workers at the front are usually hired to portray a certain appearance as well as personality. The employees serving in the back might not have similar dress codes as those in the front because the culture there is totally different. Political Systems: Organisations can be perceived to be structures of political activity, with outlines of conflict, competing interests, and power. Psychic Prisons: Organisations can be viewed as being systems that get caught up in their own objectives in which mind traps, obsessions, strong emotions, narcissism, anxiety, illusions of control, and defence mechanisms are at the centre of attention. Flux and Transformation: Organisations are perceived as being representations of the lengthy processes of change. Instruments of Domination: Organisat ions are perceived to be systems that take advantage of the natural environment, their workers, and the worldwide economy to accomplish their own objectives (Robertson, Wang and Trivisvavet, 2007) Managers usually oversee functions in all organisations. A manager is a person who organises, plans, controls and leads the activities as well as the employees of an organisation in an efficient way that leads to the organisation realising its objectives. Management specifically concerns the managers of a business as well as their responsibilities in that organisation. Many people believe that managers are made, not born; while others feel that managerial skills form an intrinsic quality that cannot be taught. It has been suggested that the reality is a combination of both opinions (Morgan, 2006). A manager has to have an intrinsic potential before the talent can be fine tuned into being a useful skill. The basic underlying skills are not enough to make a person become a good manager. The inborn skill to be manager has to be developed in the right environment and given