Strengths and weaknesses of post-modern organization theory Essay

Strengths and weaknesses of post-modern organization theory - Essay Example Many of the givens about order, structure, communication, and the division of roles have been adjudged as transactions of power between two or more competing perspectives. On this note, it becomes important to consider the application of power in a way that reviews and possibly adjusts the positions that were previously held firmly within the understanding of modernism. In essence, post-modern theory of organization seeks to relax the strict positions promoted within the structures of modernism (Hatch, & Cunliffe, 2013, p. 60). Such a process relates to the imagining of the positions, roles, and processes of management and the elevation of various positions that were built on seemly irreducible principles. The increasing of alternatives in standard procedures have opened avenues for experimentation with new systems. The fluid natures of the markets, the flexibility of commercial processes have moved the center of organizational expression from the previous positions in ways that connect well within the different positions that are adopted within current systems. Changes in organizational culture and the impact of globalization and liberalization are viewed as some of the landmark factors, which have influenced the emergence of fresh perspectives on the organization in terms of systems and structures (Hatch, & Cunliffe, 2013, p. 11). In the current p rocesses of organization, the manifestations of many changes within the organization are considered as outgrowths of the dominant ideology. The post-modern theory of organization contests the view that the traditional and conventional systems of organization are natural (Linstead, 2004). Instead, the theory affirms that all such processes are transient, flexible, and socially constructed. The internal workings of such systems is created in a way that makes it to respond to certain aspects of change that connect with change. Interpretations of the primacy of conventional and standardized systems as designed by modernism are entrenched within unyielding perspectives that promote the notion of absolute truths and systems. Such arguments have been used to promote authoritarian styles of leadership and organizational structure as understood together with other ideas that affirm the primacy of systems and processes. In the analysis of the manner in which an organization determines the ord er of its structure, theorists have sought parallels and precedents from past and existing systems. The force of history and the high value of metanarratives that determine the nature of processes are some of the qualifying factors, which help entrench the systems that have been naturalized by the force of modernisms (Hancock & Tyler, 2001). According to critics of modernism, the aspect of modernism seeks to establish firm positions and to impose laws and procedures in ways that leave little room for the expression of alternative thought. It has often been argued that the substance of modernism connects the positions held by the dominant powers and implants them onto all other systems in order to defeat every effort that attempts to demonstrate some desire for alternatives. Corporate

Decision Making Essay Example | Topics and Well Written Essays - 750 words - 1

Decision Making - Essay Example When a group experiences the threat of groupthink, as Freeman (1999, p. 249) opines, it would consider few alternatives in its decision making processes. Moreover, it heeds little attention to distinctive ideas and experts’ advice. At this juncture, the role of a project manager is crucial in leading the group to yield the best outcome. This paper will discuss the major impacts of groupthink on decision making and five major tactics that a project manager can put forth to evade this threat. Illusion of invulnerability As mentioned in the introduction, groups that experience groupthink presumably seek little advice from external sources or experts. It normally happens due to their illusion of infallibility or stereotypical nature. In order to avoid these threats, it is advisable to ‘invite different perspectives’ into the decision making process (Thompson, 2006, 177). The author also points out that the absence of different perspective has been the major causes of several corporate or governmental failures in the history (Thompson). Getting intimidated The bigger the team the higher is the chance to be vulnerable to groupthink. Therefore, the project manager should frequently monitor the size of the team so that it would ensure the spontaneous participation of all members. In addition, in order to get rid of members’ fear, the ‘risk technique’ could be implemented. ... Pressure of uniformity This is another identified symptom of groupthink. In a group that gives higher importance to uniformity, diversity of opinion is less expected. Subsequently members tend to suppress their personal perspectives with intent to preserve group cohesion. It will deteriorate the quality of decision as the group is less likely to consider various dimensions of the issue addressed. A leader who would stand impartial might be apt to this situation. In addition, the decision can be delayed by keeping the meeting for another occasion. As per this tactic, â€Å"teams may be given guidelines that emphasize continued solicitations of solutions, protection of individuals from criticism, keeping the discussion problem centered, and listing all solutions before evaluating them† (Maier, 1952 cited in Thompson, 2006, p. 176-77). Over dependence on leader Members of a group sometimes tend to rely on the abilities of its leader. This over dependence later gives way to their frustration as the leader would not meet the expected levels of performance in the overall task. This is also one of the negative outcomes of groupthink which can be avoided only by promoting the full-fledged efforts of every member. In order to ensure active participation, manager should confirm the size and structure of the group while assigning tasks. Once the group is identified for its passive response the assigned task, it can be asked for finding â€Å"a second solution or decision recommendation as an alternative to their first choices† (Thompson, 2006, p. 179). The process can be intensified further by using time pressure on members to reach decision by solving the problems assigned to each member. This tactic