Pay Raise

In studying organizations, I have learned that there are usually two classifications used to categorize how they are run: as a machine or as an organism. Those that are run/operated as machines tend to treat all inputs that go into the running of the organization the same, including people. Just as ammunition and weapons are inputs that are manipulated and useful for the purpose for which they are designed, in many ways, human capital is also. (Covey, 1989) Just like a machine that doesn’t require thought, just a power and fuel source to run, so does this type of organization. This often results in an industrial, assembly line-like production of military personnel, identifiable only by the rank designated on their uniform. However, those organizations that operate as organisms, run as living, moving, systems that consist of many intricate working parts that combine to produce a result that is beneficial to all parts. They are born, they live and they sometimes die. (Clegg, Kornberger & Pitsis, 2008) They are responsive to their environments and sometimes serve as both catalysts for change and recipients of change that come from other sources. My current employer, the United States Army, would be classified in the machine category. Although there are not many organizations that fit in this category anymore, the Army, rooted deeply in history and tradition, has remained steadfast to this archaic mode of operation and is one of the few organizations today that is still applying this control model across the board. (Covey, 2005) The historical and traditional attitudes of many in positions of high rank, do not allow them to see the true worth and potential of their human capital and they are not able to gain a complete, accurate understanding of human nature, so they continue to manage people as they do things. This is particularly evident in the military pay structure. When it comes to promotions and pay raises in the military, it is a simple