Organizations as political systems: the managerial bias in Critical Perspective
Abstract Number 1 :
Organizations as political systems: the managerial bias in Critical Perspective
A number of approaches are offered for organizational science to solve the problem regarding organizational gap between theory and practice. The rational model can be considered as a dominant model on organizational science among the others with the purpose of defining organization as instruments for attaining goals instead of dealing with problems .Furthermore, objectives are defined in favour of organization progress regardless of employees’ ideas in such a model. It is mainly assumed that involved individuals in the organisation’s activities agree reasonably with its major purposes. The main task of managers are described as of replacing irrationality with technically rational actions. Therefore, an incomplete picture organizational reality is shown. As a result, political model as one of the derivations of rational model could be used to widen the scope of social and political criteria and also overcome the rational model’s restricted normative focus . Model proposes a concept called power within the intention to basic centralised system decrease with organisation development. At the present time, the large size ones that differentiated by complexity and also decentralisation control the land scape. In some organization that the form of multiple hierarchies are taken as a results of a number of reasons, the political activities of interest groups and bargaining coalitions can be more clear than the normal one. The same purposes and also forming by individuals are the main features of interest group. As an important part, they should be considered is political reactions to different limitations established by organizational structures. The high competition among interest groups within the organization can be seen that cause low productivity.
Example:
Working as an internship in a bank which the positions were as following: Main
Organizations as political systems: the managerial bias in Critical Perspective
A number of approaches are offered for organizational science to solve the problem regarding organizational gap between theory and practice. The rational model can be considered as a dominant model on organizational science among the others with the purpose of defining organization as instruments for attaining goals instead of dealing with problems .Furthermore, objectives are defined in favour of organization progress regardless of employees’ ideas in such a model. It is mainly assumed that involved individuals in the organisation’s activities agree reasonably with its major purposes. The main task of managers are described as of replacing irrationality with technically rational actions. Therefore, an incomplete picture organizational reality is shown. As a result, political model as one of the derivations of rational model could be used to widen the scope of social and political criteria and also overcome the rational model’s restricted normative focus . Model proposes a concept called power within the intention to basic centralised system decrease with organisation development. At the present time, the large size ones that differentiated by complexity and also decentralisation control the land scape. In some organization that the form of multiple hierarchies are taken as a results of a number of reasons, the political activities of interest groups and bargaining coalitions can be more clear than the normal one. The same purposes and also forming by individuals are the main features of interest group. As an important part, they should be considered is political reactions to different limitations established by organizational structures. The high competition among interest groups within the organization can be seen that cause low productivity.
Example:
Working as an internship in a bank which the positions were as following: Main
References: 1. Fischer, F. 1990, Organizations as Political Systems, The Managerial Bias in Critical Perspective, Sage, Newbury Park, CA. 2. Wildavsky, A., and Dake, K. (1990), ‘Theories of risk perception: who fears what and why?’, Daedalus. 3. McIntyre, R.M. and Salas, E. (1995), ‘Measuring and managing for team performance: emerging principles from complex environments’ in Guzzo, R.A. and Salas, E. & Ass (eds), Team Effectiveness and Decision Making in Organizations, Jossey-Bass, San Francisco. 4. Bloomfield, B.P., and Bert, A. (1992), Management consultants: systems development, power and the translation of problems, The Sociologic