Analysis of the Case Oticon Using the Political Metaphor Essay Sample

1. IntroductionThe metaphors of organisations and direction have been discussed by Gareth Morgan in his book â€Å"Images of Organizations† ( Morgan. 2006 ) . Morgan exposed eight metaphorical images of organisations including machine. being. encephalon. civilization. political system. psychic prison. flux and transmutation. and instrument of domination. Each one of these metaphors creates insight. but besides obscures some corners. They have both pros and cons. They enable seeing. but besides non seeing. No 1 of them is said to be right and right. 2. BackgroundChattanooga Ice Cream Division is one of three major incorporated industries to CFC. Chattanooga Food Corporation. The division lost third-largest client for no logical grounds. Charles Moore. the president and general director of the division conducted a direction meeting to discourse current state of affairss. look into the root causes. and happen out proper solutions. Many struggles occurred during the meeting. The actions and reactions can be projected to reflect how the division maps as one of metaphorical images. In this study. the instance is analyzed utilizing the political system metaphor. In other words. it discusses what we could see and reflect when projecting the division’s behaviour on the rules and attacks of the political system metaphor. 3. TheoryAn organization’s political relations is most clearly manifest in the struggles and power dramas that sometimes occupy halfway phase. and in the infinite interpersonal machinations that provide recreations in the flow of organisational activity. More basically. nevertheless. political relations occurs on an on-going footing. frequently in a manner that is unseeable to all but those straight involved ( Bacharach A ; Lawler. 2000 ) . There are three relationships to be considered when speech production of organisations the systems of political activities. which are involvements. struggle and power ( Morgan. 2006 ) . Politics accepts the world of multilateralism. Therefore. the construct of political relations is strongly connected with the diverseness of involvements. Projecting that on organisations by and large. they could be regarded as spheres for accommodating different involvements ( Culbert A ; McDonough. 1980 ) . Different involvements are natural and must be handled. For that intent. the general involvements are analyzed as single involvements. There are three types of single involvements including undertaking. calling. and extramural involvements. Undertaking involvements are connected with the work one time has to execute. while calling involvements are connected to what the individual want to accomplish with the work. The extramural involvements are connected what we want to accomplish as a private self’s. There is a structural diverseness of involvements in organisations. That could be bounded by two extremes along hierarchal graduated tables. where bureaucrats’ inclination represents the upper portion. and professionals’ inclination dominates the lower broad countries ( Benson. 1973 ) . When involvements collide. struggles arise. The political position admits the presence of struggles. There are three major signifiers of struggles including. struggles between individual. groups/departments. and value systems/structures ( Brown. 1983 ) . There are five chief attacks for struggle declaration. including avoiding. viing. suiting. compromising and collaborating manners ( Burrell A ; Morgan. 1979 ) . Power is the medium through which struggles are resolved ( Bacharach A ; Lawler. 1980 ) . There are two relevant positions of power signifiers including resources and societal relation or dependence. Furthermore. there are 14 beginnings of power. That may affect formal authorization ; control of scarce resources ; usage of organisational construction. regulations. and ordinances ; control of determination procedures ; control of cognition and information ; control of boundaries ; ability to get by with uncertainness ; control of engineering ; interpersonal confederations. webs. and control of informal organisation ; control of counterorganizations ; symbolism the direction of significance ; gender and the direction gender dealingss ; structural factors that define the phases of action ; and the power one already has ( Morgan. 2006 ) . 4. Analysis4. 1. InterestsWhen looking through the instance of Chattanooga Ice Cream Division. many manifestations and contemplation could be analyzed from the political system metaphor position. One of the worlds that political relations accept is that all political systems embrace different involvements ( Culbert A ; McDonough. 1980 ) . The meeting Moore conducted reflects this world every bit good. As we noticed. many frailty presidents of the division’s sections tried to depict and analyse the job the division experienced in a manner that made their sections out of lending causes. For case. Billy Fale. the frailty president of production. tried to justify his section by explicating their immense attempt to acquire stock lists manageable despite the limited efficiency the division’s information systems had. Whereas. Stephanie Krane. the division’s accountant. blamed the complexness of the information systems that required long clip to develop. trial. and put in. Furthermore. for forcing herself off of the causation factors. Krane explained her experience to retrieve old problems. The other frailty presidents manipulated the description of the state of affairs so that the possible solutions go in their departments’ favours or involvements so to talk. Barry Walkins. the frailty president of selling. attributed the job to the disregard of his recommendations. He asked sing mixed-ins in the division’s production program. establishing that on his selling research. He might be seen as a director who wanted to enter a triumph for his manner of thought. researches. or departmental sphere. Another contemplation could be built on the reaction of Les Holly. the division’s gross revenues director. He tried to drive the sentiments judgmentally. Holly started reflect the root causes of the job from the sense that the remainder of directors didn’t have the broad image he had. since he used to pass most of the clip in the shops. He focused on operational lacks. such as stockouts and back orders. to do it rational to counterbalance that with the promotional allowances. irrespective any other conducive factors. Moore has accepted the difference of involvements of the directors. This is evident from the manner he dealt with their sentiments. He considered all solutions in malice of his familiarity to the background of motivations for each director. The single involvements could be classified into undertaking involvement. calling involvements. and extramural involvements ( Culbert A ; McDonough. 1980 ) . Fale showed his involvements of maintaining everything under control by rejecting the alteration Walkins proposed. All his reactions during the meeting seemed to be operational and numerical contemplations. That sort of involvements could be seen as undertaking involvements. The same is to be said for Krane. Her remarks reflect her involvement of lodging to certainty and non doing mistakes. On the other manus. Holly’s involvements may be classified as calling involvements. as he emphasized on the promotional allowances many times. Possibly. he wanted to better his external personal relationships utilizing such allotments. In the same context. we think that Walkin’s involvements could be classified as extram ural involvements. since he wanted to turn out his endowment of marketing research practically. His proposal was rational and strongly relevant to the job. He tried to demo his trueness through his honest efforts to do the division changes positively. This manner of categorization doesn’t needfully mean that this categorization is an absolute affair. All of them may hold overlapped involvements that belong to each class. ConflictsAnother common facet of the political system is struggles. Conflict will ever be present every bit long as the involvements collide. That may include struggles between individuals. sections. and constructions ( Coser. 1956 ) . In Chattanooga. the struggle arose between Fale and Walkins were more personal. Walkins criticized Fale’s disregard to his suggestion. and Fale in bend criticized Walkins’ thoughts. Both reviews were directed to the personal behavior. Additionally. Holly criticized the policy concerned with cost decrease at the disbursal of gross revenues section. The struggle arose between him and Krane could be seen as departmental struggle. There are five common manners of struggle declaration including avoiding. via media. competition. adjustment. and coaction ( Burrell A ; Morgan. 1979 ) . For Chattanooga. and before the age of Charlie Moore. his male parent led the show wholly. He was the first responsible for about everything. while Charlie wanted to travel the division toward the collaborative manner. During the meeting. he gave manner for everybody to demo their contemplations. But they were still unfamiliar with this sort of communicating. When struggles arose. Moore played the function of moderator. which was doing certain that everybody would show about their ideas and sentiments reasonably. However. he kept the concluding determination to himself. We find the behavior Moore showed in struggle declaration is more like the adjustment manner. PowerPower is a really important histrion in the political systems. It is the medium through which struggles are resolved. There are 14 beginnings of power ( Morgan. 2006 ) . many of them could be projected on the instance. One of that is control of scarce resources including money. stuff. forces. and engineering ( Emerson. 1962 ) . Krane. as the division’s accountant. had the control to apportion resources including wages. disbursals. and information systems. She had extra beginning of power that represents a structural factor that defines the phase of histrions ( Bachrach A ; Baratz. 1962. 1970 ) . This beginning of power came from her being monitored. non merely by Moore. but besides by Arthur Silver. the main fiscal officer. Therefore. she had more considerable power to accept or reject any thought. which interprets her confident reactions during the meeting. Fale. as the frailty president of production. had besides the power of engineering ( Child. 1985 ) . boundaries ( Millar A ; Rice. 1967 ) and resources control ( Emerson. 1962 ) . He had besides the ability to ge t by with uncertainnesss ( Hickson et al. . 1971 ) . His contemplations were cardinal and referral. since he managed the production procedures and could judge any suggestion wanted to be implemented. Fale had extra power of interpersonal confederations ( Pfeffer A ; Salancik. 1978 ) . which is represented by his friendly relationship with Frank O’Brien. the frailty president of forces. They used to hang out with each other for angling. When Frank changed his place during the meeting. Fale became more flexible to accommodate with Walkins’ proposal. That reflects a serious impact of interpersonal confederations within the organisation ( Pfeffer A ; Salancik. 1978 ) . Krane and Fale had the power of Moore’s trust in run intoing their promises ( Bachrach A ; Baratz. 1962. 1970 ) . In the same context. Walkins had besides the power of information and cognition ( Crozier. 1964 ) . which is represented by his familiarity to the market tendencies and competitory advantages. Moore admitted his endowment and that was besides extra credits for Walkins. Bing the division’s gross revenues director. Holly had besides the power of cognition and networking ( Pfeffe r A ; Salancik. 1978 ) . He could lend in the solution by happening new clients. His direct exposure to the market added more power to him. In general and as a direction squad. all directors had the power of the usage of organisational construction. regulations. and ordinances ( Crozier. 1964 ) . But Moore might hold the biggest portion of power. non merely due to him being a general director. but besides as a descendent of the household to the full owned the division ( Kanter. 1977 ) . He controlled the determination doing procedure wholly ( Bachrach A ; Baratz. 1962. 1970 ) . He started that by analysing the job. Then. he motivated the directors to portion their ideas. Finally. he ended up with choosing the most efficient solution that might accommodate the client orientation and budget. 5. CONCLUSIONSEven though the organisational political relations may be recognizable by everybody within any organisation. it is really rare to discourse it openly ( Morgan. 2006 ) . The instance of Chattanooga shows clear illustrations of subjects discussed in private. as we found when the caputs of sections questioned the competency and trustiness of each other. As discussed before. we can acknowledge that it is necessarily that political relations is indispensable characteristic of organisational life. The political metaphor emphasizes that the usage of power is cardinal of organisational analysis. The metaphor helps to better understand organizations’ reason. as it enforces the thought that actions within organisations are more political than rational ( Morgan. 2006 ) . In Chattanooga. each director suggested solutions so that to increase the benefits for his/her section instead than the benefit for the division as a whole. Furthermore. the political metaphor helps to happ en solutions to the thought that organisations are incorporate constructions. which is non ever the instance ( Morgan. 2006 ) . Moore failed to merely use the collaborative values of squad work in Chattanooga. while that worked successfully when he worked at National Geographic. The political metaphor focuses on involvements. struggles and beginnings of power in order to understand and pull off them ( Morgan. 2006 ) . That besides helped Moore to understand the force drivers within the division. Finally. the metaphor has great influence to actuate persons to move politically. The chief drawback of utilizing the political metaphor is frights of change overing every activity within organisations into political Acts of the Apostless. This may sometimes make ambiance of uncertainness and misgiving ( Morgan. 2006 ) . That appears in the Chattanooga instance when most of troughs reflected negative feelings about each other. Another restriction is that the coevals of penetrations through different involvements possibly misused to accomplish personal ends. Last. but non least. it is complex to cover with pluralism’s inquiry. As a consequence. the political metaphor must be used carefully ( Morgan. 2006 ) . 6. Reference Bachrach. P. and Baratz. M. S. ( 1962 ) . †Two Faces of Power. † American Political Science Review. Bachrach. P. and Baratz. M. S. ( 1970 ) . Power and Poverty. New York: Oxford University Press. Bacharach. S. B. and Lawler. E. I. ( 1980 ) . Power and Politics in Organizations. San Francisco: Iossey-Bass. Bacharach. S. B. and Lawler. E. I. ( 2000 ) . Organizational Politics. Stamford. Connecticut: IAI Press. Benson. I. K. ( 1973 ) . â€Å"The Analysis of Bureaucratic-Professional Con?ict. † Sociological Quarterly. Brown. L. D. ( 1983 ) . â€Å"Managing Con?ict Among Groups. † pp. 225-237 in D. A. Kolb. I. M. Rubin. and Mclntyre. I. Organizational Psychology. Englewood Cliffs. Nickel: Prentice Hall. Buroway. M. ( 1979 ) . Manufacturing Consent. Chicago: University of Chicago Press. Burrell. G. and Morgan. G. ( 1979 ) . Sociological Paradigms and Organizational Analysis. London: Heinernann Educational Books. Child. I. ( 1935 ) . â€Å"Management Strategies. N ew Technology and the Labour Process. † in D. Knights. H. Willmott. and Collinson. D. Job Redesign. Aldershot. United kingdom: Cnnlpr. Coser. L. A. ( 1956 ) . The Functions of Social Con?ict. New York: Routledge A ; Kegan Paul. Crozier. M. ( 1964 ) . The Bureaucratic Phenomenon. London: Tavistock. Culbert. S. and McDonough. I. ( 1980 ) . The Invisible War: Prosecuting Self-Interest at Work. Toronto: Iohn Wiley. Emerson.

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