How different perspectives provide different ideas on how to manage organisations?

Different ways of looking at the world product different knowledge and thus different perspective come to be associated with their own concepts and theories. The concepts and theories of a particular perspective offer us with distinctive thinking tools with which tp craft ideas about organisations and organising. The more knowledge you have of multiple perspectives, concepts and theories, the greater will be your capacity to choose a useful approach to dealing with the situation you face in your organisation.

Today organisations operate in complex, uncertain and often contradictory situation. Managers and employees are expected to do more with less, to maximise both short term gain and long term investment, and become efficient as well as more humane and ethical. Learning to think about organisation using the multiple perspective will help to embrace complexity and uncertainty and their contradictory demands. Learning to use multiple perspective can help to make you aware of the assumptions of values underlying theory and practices, which in turn should make you more conscious of your reasons for doing things and better able to understand the reasons behind the actions taken by others. By understanding how different perspectives influence the way you and others experience, and shape organisational realities.

Because of the complexity and pluralism of organisations, managers who make sense of and use multiple perspectives are better able to bring their knowledge of organisation theory to bear on the wide range of analyses, decisions and plans their organisations make each and every day. The framework of multiple perspective including modern, symbolic-interpretive and postmodern perspectives will help to enlarge knowledge bases, master a wide range of skills and see situations in a different ways- all which are crucial for understanding, analysing and managing the complexity of organisational life.

The modernist perspective focus on the organisation as an independent objective entity and takes a positivist approach to generating knowledge. Modernist organisation theorists focus on how to increase efficiency, effectiveness and other objective indicators of performance through the application of theories relating to structure and control. In the modernist model, organization is viewed as a social tool and an extension of human rationality. It applied organisation in objectivism and reality is independent of our knowledge. Organisation discovered the truth through theory and conceptual that sometimes come out with single truth. Organisation (management) deal with the most appropriate and accurate accounts organisational structure and procedure – create universal rule to deal within organisation. Truth is come from practical result, prevent from assumption, instincts and dishonesties. Provide hypothesis testing. By practising modernism, organisation establish standard procedure that can efficiently formulate and accomplish organisation goals. However, this approach seems to be in a way that management control over (power, one way decision and expose weakness) of employee, subordinate in organisation

The symbolic interpretive approach focuses on the organisation as a community, sustained by human relationships and uses subjectivist ontology and an interpretive epistemology. Instead of treating organisations as objects to be measured and analysed, SI treat them as webs of meanings that are jointly created, appreciated and communicated. Organisations are constructed meaningful interaction through social relationship. The reality is that which we agree is real. Symbol is used and create public and social change. To reflect the image of organisation by using symbolic interpretation (can use it at a certain time, cannot use when situation change). Organisation produce idea, notion and reality through symbol. To bring about organisational change requires “rewiring” the minds of the constructors, examine how idea and value influence social and organisational behaviour. This approach is subjective, viewing reality as a product of individual consciousness, creativity and construction. Symbolic interpretivism in an organization seeks first-hand knowledge, which is 'lived' concepts, shared experienced, meanings and intentions in everyday flow of activities in the organisation. However, this approach is a social construct which is natural to those who accept it but it is also intervention of particular culture in organisation

Meanwhile postmodernism will generate healthy skepticism towards any dominant theory by expanding the focus of theorizing from organisation to how we speak and write about organisation. What you may perceive as stable or objective elements of organisations and theory are but the outcomes of linguistic convention by discussion practices. Postmodernism challenges categories, seeking to undermine them by blurring their boundaries and exposing the motivations that produced or maintain them. Organisation are imagined entities and reality is illusion created through language and discourse. Employees are constrained to regard as true by various complex social and organisational pressures. Rejects human freedom and goal achieved through application of reason and search for ultimate meaning. Dedifferentiate truth to untruth, provide alternative interpretations of organisation and its surrounding. It aims to uncover organisational reality- use methodological device In the postmodern view, it built upon reflexivity. Deconstruct organisation forms, practices, management theory, and implication for power to expose alternative thinking. However, organization is less effective on the expression of planned thought and calculative action. A more defensive reaction to forces fundamental to the social body which constantly threaten the stability of organized life.

Critical theory is type of social theory oriented toward critiquing and changing organisation as a whole, in contrast to traditional theory oriented only to understanding or explaining it. It aim to express beneath the surface of social life and uncover the assumptions that keep us from a full and true understanding of how the world works (independent knowledge driven by natural law). Employees give up social interest that increase social unrest and rise of more questioning and criticizing to organisational practises (subjective). Employees may ask quality of conflict (inequality, social division, power) and workers can use it to make changes in organisation. Analysed organisation under capitalist class relation (owner and labourer) - capitalist mode of production. Understanding critical theory, organisation is established democratic and equal employee rights. Raising consciousness of organisation members. Tools to unmask the truth. However, employee output cannot be seen as it really is or really works – create “from saviour to problem” within organisation