·         Culture

·         Political Systems

·         Organisms

·         Brains

The later three additions are:

·         Psychic prison

·         Instrument of domination

·         Flux and transformation

For now, we will look at the typical five metaphors aiming to assist our understanding and evaluation of our own business via the structure, social aspects, hierarchy and systems within our organisations.

Machine

This suggests that organisations can be designed as if they are machines with orderly regulations between clearly defined parts. Viewing organisations as machines can provide the basis for efficient operation in a routine, reliable and predictable way. This form of bureaucratic structure provides form, continuity and security. However, it may have adverse consequences and limit the development of human capabilities. Organisations viewed as machines function better in a stable and protected environment. Machines can limit human development in the way that specific roles are required for a machine to fully function as a whole. The industrial revolution saw the rise of the machine like organisations however in this constantly changing world we now live in more companies are veering more towards the opposite metaphor or the organism. The introduction of post modernism and lack of monitoring staff hours and work carried out nowadays is a great contributor to the shift.

Organisms

The organisation is seen as behaving like a living system. In the same way that biological mechanisms adapt to changes in their environment, so organisations, as open systems, adapt to the changing external environment. Organisations operating within a turbulent and dynamic environment require an adaptable type of structure. Tends to have a cycle like a living organism and recycles existing employees, if they are not used effectively in one position, they may be relocated to find their strength and assist the overall growth of the organism in an alternative way. There are greater opportunities for staff to develop individually in this flexible environment and each member is recognised as an integral part of the working organism and the organism works together to achieve the universal goal. If an area “breaks” the organisation works together to “heal” for future use.

Brains

Viewing organisations as brains involves thinking about the organisations inventive and rationale, and in a manner that provides for flexibility and creative action. The challenge is to create new forms of organisation capable of intelligent change and that can disperse brain like capacities. Brain like organisations can limit rationality due to lack of complete information, e.g. stock market speculation. The brain is cerebral which has the ability to auto correct and self criticise whilst possessing the intelligence to decide the next best step. It is also effective in terms of aiming to achieve something and attaining the achievement. Addressing the efficiency or the business is also a key characteristic in acknowledging whether it can achieve the desired outcome using the smallest amount of resources. The brain is also efficacious by having the ability to take on board the criticism and revaluate.

Cultures

This sees organisations as complex systems made up of their own characteristic sets of ideology values, rituals and systems of belief and practise. Attention to specific aspects of social development helps to account for variations among organisations. The culture acknowledges competition within organisations e.g. in different departments. The management create a vision in an attempt to create internal culture and if a member of the organisation leaves and is replaced by someone new, a slight shift of culture may occur by the influence of the new team member.

Political Systems

In the sense that ways must be found to create order to direct people, organisations are intrinsically political. They are about authority, power, superior-subordinate relationships and conflicting interests. Viewing organisations as political systems helps in an understanding of day to day organisational life, the wheeling and dealing and pursuit of special interests. Political system uses the five bases for power including:

·         Reward e.g. grades, bonuses, promotions

·         Coercive

·         Legitimate e.g. tradition, teacher – student

·         Expert, e.g. knowledge

·         Referential e.g. stature

Highly revered individuals may be given greater power than those less revered for unfair reasons such as popularity rather than knowledge. Managers excise rewarding and coercive power whilst there may be a division of staff through internal competition and power struggle.

You may find your organisation fits into more than one if not all of these categories, however the knowledge and adverse look on your business will assist your understanding of the organisation you work in.