Business Reference

Bass Transformational Leadership

Understanding Organizations

Introduction

Managing organizations is a complex task that requires a look at various dimensions. Through his book, images of organization, Morgan is able to capture a series of elements needed to bring different aspects of the organization. This author utilizes metaphors to internalize the organization. (Morgan, 1997) Furthermore, the book depicts managers as people who take initiative, have view points and are affected by others. Besides the latter, the book also brings out the fact that in order to understand organizations is best to rely on a series of theories rather than relying on one. This is because over-emphasizing on one theory can result in misunderstanding other theories.

In the book, each chapter is dedicated to one metaphor or image and through it; one can understand the intricacies of organizational management. Examples of the images include understanding organizations as organisms, as machines, as political systems, as psychic prison, as flux and transformation, as culture, as brain and lastly as instruments of domination. This particular essay will focus on organizations as political systems

PART A: BACKTARCK

Morgan believes that in order to understand one system, it is necessary to describe it in the form of another. This is the reason why the author uses the images that are carried out throughout his book. Since all theories have some sort of generalization, then it becomes necessary for one to use images in order to understand these theories. (Morgan, 1997)

A word of caution is necessary when trying to place these images in context. First of all, when one utilizes images, then chances are that that time will be one sided. Secondly, the application of metaphors in pieces of writing can create distortions. Thirdly, creating one's view point based on one image alone causes one not to understand the same view point through other images.

Despite these deficiencies, images cannot be eliminated or ignored from any piece of the writing. The most important factor to remember is that one image is not enough to understand organizations. This also means that the use of complementary images in any piece of writing is essential in conveying the full meaning of the subject matter. In Morgan's book, he uses images to help the reader understand organizations. However, if the reader is no careful then he/she can b blocked from seeing the bigger picture through these images.  Morgan is able to cope with these drawbacks by providing the reader with a wide range of perspectives which complement one another and engage the reader in different ways. (Handy, 2003)

When Morgan depicts organizations as political systems, he is trying to explain the fact that there are certain traits that political systems and organizations have in common. His use of concepts and theory in this image are accurate and appropriate. First of all, he asserts that politics within organizations is depicted when there are differing interests and thoughts within an organization.

Sometimes organizational politics may be open while in other scenarios is may be hidden. Usually, the overriding factor in either scenario is that individuals or groups each have their own interests. Sometimes these interests may benefit the organization or they may hamper it. Either way politics does exist within the organization when special interests arise. In other words when one party is fighting for its special interest, it may conflict with another which may oppose those special interests thus corresponding to political systems.

The book's use of organizations as political systems is also quite appropriate owing the fact that organizations also register conflicts as do political systems. (Morgan, 1997)Morgan explains that conflicts within organizations arise out of the need to compete and collaborate with one another at different instances. Because of these diverging needs, then people are bound to have conflicts with one another. Actually, the very nature of the organization encourages conflict because it shows members of the organization that they ca get opportunities or advance in their careers by competing with one another. (Torbert, 2000)

The book cites the use of hierarchical charts as an example of how conflicts arise in organizations. Hierarchy can cause cooperation because it represents a central mechanism in which individuals can work together. On the other hand, it also creates some competition because it motivates specific individuals to yearn for higher positions in those hierarchical systems. In the end, this creates conflicts amongst them and thus makes organizations appear like political systems

This image is also an accurate depiction of organizations because the latter entities both have power struggles. According to the author, power can either be a relationship or a resource. In other words, it signifies the level of mutual dependence between parties within an organization. Also, power allows an individual to define the reality of others by doing what the power holding individual desires. While this definition is a wide one, it is rather ambiguous because Morgan did not give the exact scenario in which mutual dependence is depicted. In fact, it seems as though the actor with more power is the one who determines another's fate and not vice versa. (Morgan, 1997)

Morgan also brings out a number of issues concerning the people's right to determine their own destiny. He uses the terms autocracy and democracy. His depiction of the organization in this respect makes sense because he approaches this is using a realistic point of view. He clearly brings out the fact that there can be an idealistic point of view where a corporation is democratic. However, this rarely occurs in the real world. This is because even in institutions that may be perceived as democratic (such as cooperatives), there are still certain groups that have the mandate to make decisions affecting other members of the organization. Hence this may be perceived as an autocratic system of power. (Handy, 2003)

In the book, Morgan argues that the very nature of the system does not permit democratic institutions. There is a certain form of logic that governs an organization and this may sometimes conflict with the rights of the people. All in all, it becomes necessary for managers to consider the greater good of the organization than these democratic rights; the overall result is an autocratic system. Additionally, managers or organizational heads have the mandate to carry out certain obligations that may not necessarily be popular actions amongst employees. (Morgan, 1997)

Consequently, these managers have to continue with their duties regardless of the outcome. All in all, it is the responsibility of the organizational head to ensure that the company survives and this may not go hand in hand with democratic principles. Through such a realistic stance, it is possible to understand why power is a common prevalent both in organizations and in political systems. (Torbert, 2000)

The appropriateness of Morgan's use of the image can also be depicted by Morgan's explanations of the sources of power. He emphasizes the fact that organizations need these sources so as to have different platforms for solving their underlying problem. Some of the sources outlined in the book include

• Formal authority
• Scarce resource control
• Rules and regulations
• Decision processes control
• Knowledge and information control;
• Control of boundaries
• Alliances and networks
• Management of meaning
• The use of power which one has
• Etc (Morgan, 1997)

These sources of power are not exhaustive, but they embody some of the most important political entities within corporations. For instance, formal authority is largely depicted through charisma. As there are certain managers who have the ability to exercise charismatic authority. Additional, formal authority is depicted through traditional system where the position one holds determines the nature of that individual's authority. The rule of law is also another way of looking at formal authority in organizations because these laws are entrenched in the systems the systems held by those respective parties.

The issue of scarce resources also brings out the sources of authority because when resources are scarce and there is someone who can control them or determine their allocation, then that person is said to have greater authority than others. In close relation to this depiction is the issue of rules and regulation in the corporation. Morgan brings out the fact that rules and regulations do no just happen. They are created by certain players. Consequently there must be a motive behind the creation of those roles. Through this depiction, readers can get an insight into the dynamics that come into play when creating rules. Most people regard organization unless just part of the organization but this is not necessarily the case when the issue is examined critically. (Handy, 2003)

In the book, it is also clear to see that decision processes are conducted based on there factors. The first being that certain cultural assumptions exist in organizations to govern decision making. Consequently, decisions are largely determined by these assumptions. Additionally, decision making processes are often visible and well know, lastly, the priorities considered in decision making depend on one's ability to articulate them, one's eagerness and one' knowledge about the issue. Through this revelation, readers are able to understand why certain individuals have the ability to change the way decisions are made in institutions while others do not. Consequently, this is an appropriate choice.

The use of organizations as political systems is also accurate in explaining why rationality within organizations always keeps changing. The author brings out the fact that efficiency, effectiveness and rationality are always relative terms since they can be applicable to certain parties and inapplicable to others. It also essential to understand the motive behind goal pursuance as this is usually justified though rational; again politics comes into play since Morgan also allows the reader a chance to understand why there are always seems to be certain interests that need to be served in organizations.

PART B: APPLICATION

The video under consideration will depict the major principles in the book because it will bring out some of the major concepts brought forward in the book. First of all, there will be particular emphasis on issues reflecting gender roles in power struggles. For instance, particular emphasis will be given to the fact that in this image, the organization is not seen a unified force. Instead, it is regard a system with diverging systems where everyone wants to meet their respective interests hence cretaing a political like scenario. (Kiesr & Child, 2000)

However, this particular video will differ from Morgan's depiction of the political scenario in a number of ways. First of all, the video will acknowledge the fact that one can look at an organization in other terms than through the political ideology. This is because in Morgan's definitions and descriptions, he converts almost all parts of the organization into political actors and actions. It therefore becomes difficult for the reader to think of the organization in any other way. (Morgan, 1997)

This is a very dangerous perception because it can be very misleading. While many organizational activities may be based in interests, not all of them, are. This is contrary to Morgan's assertions and care must considered in order to give the organization fair analysis.

In this chapter, Morgan brings out the fact that organizational politics is a normal occurrence and should therefore be treated as such. He talks about organizational conflicts in a neutral way even when this is not necessarily the case. In the book, most of the descriptions of political influence are treated in a casual manner. However, there is a serious danger in treating organizations in such manner.

The first major concern with the latter description is the fact that Morgan does not clarify how general interests and special interests are differentiated. In the book, Morgan asserts that certain organizations are autocrat because managers have to make decision in the general interest of the company. However, the same author also asserts that rules and regulations are often coined to protect special interests of the controllers of power. (Tor, 2008)

Consequently, it becomes increasingly difficult to understand some of the differences between these two terms. By acting in the general interest of the team isn't it possible that this term general interest could have been coined by those same leaders. It should be noted that most organizational definitions are created by managers and leaders and what they perceive as general interests may eventually be depicted as special interests by their subordinates.

Another issue that will be particularly different from what the chapter brings out is the issue of power depictions. According to the author, on depict their power in an open manner. However, it is surprising to note that almost everyone will not acknowledge that they have power when asked about it. This is especially the case amongst people who hold the highest form of power. Consequently, this aspect of open depictions of power to be deal with in the video.

It is also interesting to note that the author bases his assumptions on power through truism. In the book, the person who manages to garner the highest form of power is the ultimate winner. This means that one cannot determine the ultimate winner until the battle is over. Such an approach makes it extremely difficult to understand the way the corporate environment works because one has to wait for visible depictions of power in order to ascertain who is the winner. However, because visible depictions are not common, then it is almost impossible to determine who ultimately won.

The overall taboo nature of organizational politics will also make the discussion of this issue particularly difficult. Some of the assertions made in Morgan's' chapter are not prevalent in the organization and it would therefore be very difficult to get members of a particular organization to discuss this topic. Additionally, it will be even more difficult to change issues surrounding organizational politics. This is because it is likely to inflame certain individuals or it is likely to cause certain form of resistance from different parties.

PATRT C: EXTENSION

There will be some issues that will be addressed in the next edition of the book that have hinted in Morgan's book but have not been given special emphasis. Taking the example authorities within the organization. It is necessary for one to look at positive aspects of authorities. In this regard, the next edition ought to contain some theories from Fayol's theory. According to this theory it is possible for an organization to achieve its overall goals only if there is unity of command. This means that all workers ought to be under one particular leader so as to give the organization some sense of direction. This means that organizations in which authority is respected have higher disciplines. Also, such companies normally record greater level of specialization and subsequently greater performance. This aspect has not been clearly brought out in the book and would therefore be necessary in the next edition. (Tor, 2008)

There is the need to incorporate an explanation about power legitimacy, arbitrary rule and avoidance. These issues were not adequately tackled in the previous edition and would be very insightful if there was an examination of the behavior. According to Weber's theory, people are only likely to obey commands when power is legitimate. This means that there should be some form of legal domination of authority even when the society under consideration is a developed one.

Most of the time, when the ruling system is sophisticated, then it is likely to find that arbitrary rule avoidance exists. This is usually necessary in instances where there is some level of bureaucracy. However, the bureaucracy need not be overly dominant. Some of the issues that would characterize such a system according to Weber include

Legal rules

Appointments based on merit

Hierarchy in offices

Positions with restricted competences

Etc

When the latter qualities exist, then it is likely to witness some form of avoidance theory. This theory goes  long way in understanding why political systems in companies work the way they do.

It will also be necessary to look into the open systems theory in order to understand why political systems are necessary within nay respective organization. The main principles that govern the open systems theory were used in the sciences. However, they go long way in understanding political systems in organizations. First of all, all systems must utilize energy. Secondly, all systems tend to move towards a steady state. This is only possible after adjustments within the system in case a foreign aspect is introduced into the system. (Tor, 2008)

Some of these issues also apply t the organization as a political system. The organization is always striving to reach steady state by achieving organizational goals. Consequently, if there are disturbances within the system, then an organization may not be able to achieve its objectives. This means that mechanisms must be instituted in order to cope with these disturbances. One of those mechanisms is institutions of rules and regulations and also through authority. This theory will be instrumental in explaining why Morgan asserted that all forms of authority in organization are necessary in protecting the system.

Conclusion

Morgan provided an elaborate explanation of how organizations function as political systems. However, there are certain problems that come with these assertions. First of all, company politics is hidden from others, it is difficult to determine the ultimate winner until the end and the model transforms all actors into political actors.

Some of the new concepts that will assist in clarifying these disparities will include the open systems theory and Weber's theory. The later system is instrumental in understanding why authority is necessary while the former explanation is important in understanding why managers act in the interest of the company as a system.

Reference

Morgan (1997): Images of organization, Penguin

Tor, H. (2008): Understanding organizations as process-theory for a tangled world; Routledge

Handy, C. (2003): Undrstandng organsiatins, Penguin publishers

Torbert, W. (2000): Managing the Corporate Dream ; Jones Irwin

Kiesr, A. & Child, J. (2000); leadership in organizations, Jossey Bass

About the Author

Author is associated with ResearchPapers247.Com which is a global Research Papers and Term Papers Writing Company. If you would like help in Research Papers and Term Paper Help you can visit Custom Essays> and Custom Research Papers> or Term Paper Help>

Transformational Leadership Bass, Bernard M./ Riggio, R $50.31

Transformational Leadership Bass, Bernard M./ Riggio, R $54.11

Transformational Leadership $31.29 Transformational Leadership, Second Edition is intended for both the scholars and serious students of leadership. It is a comprehensive review of theorizing and empirical research that can serve as a reference and starting point for additional research on the theory. It can be used as a supplementary textbook in an intense course on leadership—or as a primary text in a course or seminar focusing ...

Leading Congregational Change : A Practical Guide for the Transformational Journey $11.62 A Leadership Network Publication With this much-needed handbook, the authors brilliantly combine their experience guiding dozens of churches through the change process with both the study of Christian disciplines and the sophisticated understanding of such important business thinkers as John Kotter on leading change and Peter Senge on learning organizations. In this eminently readable book th...

Improving Organizational Effectiveness through Transformational Leadership $50.75 How can managers bring about optimum performance from the individuals in their organizations? What leadership techniques produce the most effective organizations? This book examines the theory and practice of the dynamic and innovative style of transformational leadership. The transformational leader encourages followers by acting as a role model, motivating through inspiration, stimulating intell...