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For a long time, there have been concerted efforts by organizational theorists to find out how different organizations function. It is in this endeavor that Morgan (2006) compares organizations to the living organisms and their adaptation to different eco-systems. In biological sciences, an organism refers to a living thing such as a plant or animal. The surrounding environment greatly influences the survival of the organism. This is best understood through topics such as adaptations of various organisms to different ecologies. It is based on this line of biology that organizational theorists have sought to know the various organizational needs and subsystems that determine the operational nature of firms. By focusing on how organizations adapt to different environments and the various species of organizations, it has become easier to have an in-depth knowledge of how efficiency can be realized and the general survival issues that affect entities. For example, when examining bureaucratic organizations, it makes sense to explore the complex needs of the institutions and what should be fulfilled if they are to deliver their mandate efficiently. A similar scenario is applicable when studying the survival traits of different living things. Therefore, based on the approach of comparing organizations to living organisms, Morgan (2006) was able to succinctly accomplish the mandate of describing an organizational image. Also, the author exemplified the various dynamics that relate to the running of the organizations, and hence achieved a better way to classify them just as organisms are categorized.
By drawing parallels between organizations and organisms and their association with the environment, Morgan (2006) makes it easy to understand how firms function as open systems in which the key components that make up the system have varied needs and have to depend on the prevailing environment in order to survive. The main implication of the approach is the adding of a new knowledge base about how organizations function. This brings into perspective the systems approach in which Morgan (2006) asserts, “Organizations, like organisms, are ‘open’ to their environment and must achieve an appropriate relation to the environment if they are to survive” (p.38). This was achievable by shifting from the past in which the focus of efficiency was related to personal rewards as the primary motivating factor for production to the present concept where the players in management should always put into consideration the role of the environment. In this case, the environment represents how a business or institution interacts with the suppliers, competitors, customers, union and other stakeholders in the business circles. As such, Morgan (2006) presents his analysis in a comparative manner that creates a new perspective about managing firms. This is enhanced throughout the text by application of contingency theory in which the main emphasis is on achieving ‘good fit’ between the organization and the surrounding. Contingency theory developed by Fred Fielder stipulates that effectiveness is a component of task motivation, circumstances, and relations.
The knowledge base that Morgan (2006) creates provides a new perspective which alters the way the study of organizations can be framed. Through the use of the organism metaphor, it becomes clear that the world of organizations has shared interests just as it is in nature. For instance, despite competition that arises due to the resources in the environment, collaboration is imperative as there are shared interests that ensure sustainability of business entities. For example, there is an excellent illustration of the way organizations function and points of interest within the environment that can enhance efficiency. Also, it makes it possible to generate explanations about the functions of organizations in a practical manner that can be used to improve management processes.
Reference
Morgan. G. (2006). Images of organization: Organizations as organisms. Thousand Oaks, CA: Sage Publications.
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