Look at the organization in which you work or another organization you know well. Provide an example from that organization of one contribution from each of the following schools of thought to the natural paradigm of organizations: Mayo and the Human Relations School, Barnardâ??s cooperative system, Selznickâ??s institutional approach, Parsonâ??s AGIL schema, and the social conflict model. Briefly interpret the role that each of examples you cite plays in your organization.
Mayo and the Human Relations School, Barnardâ??s cooperative system, Selznickâ??s institutional approach, Parsonâ??s AGIL schema, and the social conflict model are all schools of thought within the natural model tradition. Briefly make a case for one of these schools of thought in helping to explain what happens in the organization in which you work or another organization you know well. Why do you choose this school of thought as opposed to the others?
Of all the organizational paradigms and combinations of organizational paradigms you have seen up to now choose the one that makes the most sense and explain why that is the case.
After answering the above three questions, what question has been raised that one can expound upon?
Select an article relating to organizational design and effectiveness from a professional journal or academic publication. Conduct a brief review of the
article and post an annotated bibliography of an academic article. Include a paragraph explaining what you learned from reading this article, or what surprised you in the article, or why you consider this article relevant.
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Organizational Design Q&A
The organization that I work for is a retail chain with a multitude of stores all over the country. Because of the sheer size of the organization, while there is one corporate identity shared by its members and stakeholders, each branch has its own unique sense of group culture due to the varied personalities and demands of each geographic locale. For example, Mayo's paradigm of the natural order often overlapping hierarchy is executed in the camaraderie of staff as managers, clerks and warehouse workers, etc., while aware of the hierarchy system still regard each other via other moral norms - age, gender, social class and the relationships this implicate. Still, we regard each other as friends making the communication 'two-way' and the atmosphere less formal. This makes the way we work 'cooperative' hinting at Barnard's paradigm for while goals are imposed from up, the willingness to achieve them comes from the bottom up. Selznick's paradigm is demonstrated in the manner by which our small branch has its own unique way of doing things informed by the culture, training, socialization of its people and the challenges of the work environment due to locality, making ours, a suburban retail branch, different from a town center branch open for only 12 hours (we are open for 24). The AGIL schema is manifested in the manner by which our small branch works towards maintaining a competitive business - we adopt to the needs of the market and to the changes within the organization, and in terms of goal attainment we balance that of the demands of the sales goals for the store, customer satisfaction and our own team's individual as well as group goals and concerns. Lastly, the conflict theory manifests itself within our team via the socio-economic status we have individually as well as the hierarchy of role/rank. At times, it is undeniable that new recruits tend to get the more difficult and labour intensive jobs as a way of 'proving themselves' to the old hands. All of these demonstrations of the paradigms in our organization tend ...
The social conflict model is examined.