Organisational Analysis
The aim of this essay is to explore and discuss the view that mechanistic and bureaucratic organisations will probably struggle to encourage organisational learning. The structure and learning perspectives of organisational analysis will be used as academic lenses to view and propel this discussion. Relevant theories will be applied to analyse my own organisational experiences (direct and indirect). Examples derived from case studies of organisational situations will be looked at so as to make the discussion more cohesive. To begin with definitions of the perspectives in question will be given as to make understanding of the different types of organisations clearer.
According to Drummond (2000) mechanical imagery depicts organisations as static machine-like entities operating in a steady and predictable manner. Likewise, the metaphor of bureaucracy suggests that people in organisations are bounded by rules, job descriptions and organisation charts. It is important to note that Taylor’s philosophy is founded upon mechanical imagery. The key concepts in the structural perspective are based on Taylor’s principles of scientific management and Weber’s ideal bureaucracy. Taylor (1911) formalised the principles of scientific management into four objectives which are division of labour, one best way, scientific selection and training and monitor performance. In Taylor’s view, organisations need clearly articulated objectives, sharp divisions of labour, specified hierarchies and responsibilities and formalised systems of control. Taylor saw people as near-automatons (robots), potentially troublesome perhaps, but basically programmable given proper supervision and appropriate incentives. In Taylor’s eyes, the existence of contradiction and ambiguity in organisations were signs of managerial weakness, something which could and should be eliminated. His work is basically a recipe for clarity and control (Drummond, 2000).
According to Taylor (1911), output could be increased
According to Drummond (2000) mechanical imagery depicts organisations as static machine-like entities operating in a steady and predictable manner. Likewise, the metaphor of bureaucracy suggests that people in organisations are bounded by rules, job descriptions and organisation charts. It is important to note that Taylor’s philosophy is founded upon mechanical imagery. The key concepts in the structural perspective are based on Taylor’s principles of scientific management and Weber’s ideal bureaucracy. Taylor (1911) formalised the principles of scientific management into four objectives which are division of labour, one best way, scientific selection and training and monitor performance. In Taylor’s view, organisations need clearly articulated objectives, sharp divisions of labour, specified hierarchies and responsibilities and formalised systems of control. Taylor saw people as near-automatons (robots), potentially troublesome perhaps, but basically programmable given proper supervision and appropriate incentives. In Taylor’s eyes, the existence of contradiction and ambiguity in organisations were signs of managerial weakness, something which could and should be eliminated. His work is basically a recipe for clarity and control (Drummond, 2000).
According to Taylor (1911), output could be increased
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