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Organization As Flux and Transformation

1. The document discusses the metaphor of organizations as constantly changing and transforming over time. It views organizations as dynamic systems that are either adapting or undergoing transformation. 2. Morgan's work discusses how this flux and transformation affects organizational members. People are the central resource for organizations, so they must develop the ability to handle uncertainty and self-organize. 3. This metaphor sees organizations as part of a larger, constantly changing environment. Change cannot be imposed but must occur gradually as people acclimate to new patterns of thinking and working.

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hajra khan
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351 views3 pages

Organization As Flux and Transformation

1. The document discusses the metaphor of organizations as constantly changing and transforming over time. It views organizations as dynamic systems that are either adapting or undergoing transformation. 2. Morgan's work discusses how this flux and transformation affects organizational members. People are the central resource for organizations, so they must develop the ability to handle uncertainty and self-organize. 3. This metaphor sees organizations as part of a larger, constantly changing environment. Change cannot be imposed but must occur gradually as people acclimate to new patterns of thinking and working.

Uploaded by

hajra khan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Organization as flux and transformation

This metaphor considers embracing the continuous, unpredictable and complex changes in
organizations timely. When we deeply understand the organization working; we get more insights about
change adapting process. It taught that t organization either carry on with status quo or acquired
transformation into another operational pattern. According to Heraclitus study, universe is constantly
changes and simultaneously connecting itself with changing patterns.

Morgan (2006) discussed how flux and transformation affect the personnel of organization. It is
recognized that central resource of every organization are people, so they should developed more
towards self-reference and uncertainty. Traditional approaches recommended that change is initiated
in each organization segment through varying degrees of environment.

This metaphor of Morgan seems closely related with Taoist approach which is characterized by
attainment of continuous flux. (Morgan, 2006,).according to them, organizations are part of whole
environment whom have capacity of change and self-organize. Morgan (2006) changes cannot be
imposed in operational system, as it require time to indulge in it. This metaphor can be used to diagnose
and sorting out problems.

This metaphor illustrates how individuals and groups working patterns and their way of thinking can be
affected.

Morgan discussed four logics which were given by him for organizational change.

1. Auto poises
This refers to the structural changes in organizations. It is noted that the changes in identity
occurs when the system change. Conceptually behavior of the system not controlled via
environment but mostly done by its structure.
2. Complexity and chaos

3. The notion or organisation has


evolved along time, from a rigid
state to a flexible one.
4. This new organisation has a new
dynamics, characterised by
adaptation and emergence.
5. The notion or organisation has
evolved along time, from a rigid
state to a flexible one.
6. This new organisation has a new
dynamics, characterised by
adaptation and emergence.
7. The notion or organisation has
evolved along time, from a rigid
state to a flexible one.
8. This new organisation has a new
dynamics, characterised by
adaptation and emergence.
Morgan emphasis that change always come with randomness and diversity. He suggest to
learn the art of reshaping and changing context.it can be possible by accepting and
implementation of new ideas. In current era organization are characterized by the
emergence and adaption.

3. Mutual causality
Morgan states that system is influenced negatively or positively by the feedback of the
individuals. Change in system can be implemented in series or in a step by step process.

4. Dialectical change

Morgan suggest that we should fully understand the environment while engaging in another
process. He inclined that managers should not wait for macro level changes rather than they
should focus on the basic level. It will help to have deep understanding.

Limitations

For persons, organization change is necessary, but sometime it is difficult to indulge themselves
accordingly due to unpredictable circumstances. So this go same with managers and employees in
organization. Mostly it is disturbing to disconnect with previous working conditions because it emerges
without predetermined action plan. It is probably unrealistic because it create uncertainty and
powerlessness in surroundings.

The organizational change problem can be solved with various technical solution. Most studies observed
that this approach work with small issues but when as working in organization greater length of
discussion required to face unknowable change.

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