Gareth Morgan's Images of Organization

The purpose of organisation mathematical action is to give the conscious mind some measure of counselling and control over organisational situations. The problem, which Morgan recognizes and acknowledges, is that no single shaping theory can fulfill all the needs of the manager. This is so because organizational situations and interrelationships are too complex and dynamic to be explained or contained by any such single theory.

The show of organization theory, in any case, is to take some of the "mystique" step forward of organizational management: "If we take a closer learn at the processes used, . . . we find that this kind of mystique and power is often ground [ non simply on intuitive, subconscious forces, but] on an ability to kick downstairs deep appreciations of the situations being addressed. Skilled readers develop the knack of indication situations with various scenarios in mind, and of forging actions that seem appropriate to the readings frankincense obtained" (p. 11).

Morgan argues that organizations cannot be managed more effectively merely by simplifying them in theory: "The approach to organizational compendium developed in this book stands against this general (simplifying) trend, in the belief that organizations are broadly complex, ambiguous, and paradoxical. The real challenge is to learn to deal with this complexity" (p. 17). in a higher place all, Morgan argues for more "critical thinking." He suggests as well that organizational managers and theorists rely more on creativity in their work, es

Morgan, then, first suggests that the organizational manager or analyst adopt a productive approach, recognizing the dynamic reputation of the organization in all its complexity, and in all the opportunities for lurch and improvement which that complexity and dynamism make avail adequate to(p).

The use of metaphors as a means to describe and understand organizations is meant to suffer the organizational manager or analyst the opportunity to be creative in his approach to the special(prenominal) situational conflict and its various possible solutions.

Morgan's approach includes, then, both the practical(prenominal) and the imaginative.

The realistic aspect of his analysis of the organization is designed to get the analyst to see the organization as it is, not in some theoretical, abstract or idealistic framework. The imaginative (metaphorical) aspect of the analysis is designed to unload the creativity of the analyst, to increase his alternatives and flexibility, but also to provide contexts for hard-nosed solutions: "Images and metaphors are not only interpretive constructs or shipway of seeing; they also provide frameworks for action. Their use creates insights that often allow us to act in way that we may not have thought possible before" (p. 343).

Beyond the descriptions of singular metaphorical approaches, the author summarizes his general method: "Any realistic approach to organizational analysis must start from the come before that organizations can be many things at one and the same(p) time. A machinelike organization designed to achieve specific goals can simultaneously be: a species of organization that is able to survive in certain environments but not others; an information-processing agreement that is skilled in certain kinds of learning but not in others; a cultural milieu characterized by distinctive values, beliefs, and social practices; a political system where people make to further their own ends; an arena where various subconscious or ideological struggles take place; an artifact
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