Transition from bureaucratic to post bureaucratic era Essay
In this essay, I will argue that management can use culture as a powerful and effective tool to be able to limit or minimise level of resistance within the organization’s environment. Let me suggest that the culture offered to staff by managers can considerably impact upon their performance within the corporation and therefore reducing the likelihood of issues and subjugation in this post-bureaucratic era. In section a single I will illustrate the difficulties inside the transition by a bureaucracy era, which usually involved hierarchies, rules and division of labour, to post-bureaucracy; which is depending on trust, personal strength and personal treatment, by using Josserand, Teo and Clegg’s (2006) writings.
In section two I will use Rosen’s (1988) research findings for the effectiveness of rituals, business of a culture and the syndication of power of authority within an organization through company situations. In section three Let me analyse Knights in battle and Roberts (1982)findings on some of the issues in regards to the distribution of power within a organization.
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In the fourth/final area of the dissertation I will look into Ogbonna and Wilkinson’s (2003) findings discussing and quarrelling regarding the approach managers introduce in social norms, social change pursuits, cultural ruse and ethnical practises in order to conclude that culture can be utilised as a highly effective tool by simply managers to limit amount of resistance I will start my discussion using my personal first research, “From Bureaucratic to Post-Bureaucratic: The Difficulties of Transition” by Josserand, Teo and Clegg (2006), exploring the development of culture and power in the approach towards a post-bureaucratic organizational structure. It really is based about peer-based team-work and shared responsibility, plus more suited in today’s business environment.
Paperwork contains substantial levels of structure and impersonality, resulting in lowered employee morale and work satisfaction, and from a vital perspective can be considered dehumanizing. Post-bureaucracy, from a crucial perspective may be known as ‘cleaned up bureaucracy’ which involves the introduction of culture, permitting management to take advantage of the culture in the corporation in order to overcome issues such as resistance, and also other difficulties like the need to have to invent new roles, as well as the differences skilled among workers in perceptions of identification.
According to Josserand, Teo and Clegg, the relevant and fundamental characteristic from the transition to post-bureaucracy is that of organizational hybridity, as it shows the intrinsic difficulties mixed up in transition of an organization. These intrinsic troubles were seen once analysing the business, Statecorp, since the changes seen were redolent of this hybridity, giving the conclusion that the introduction of the organizational form depend upon which complex and intractable method which occur within bureaucracy itself.
Through this section, I will support my personal argument on how culture is beneficial at keeping hierarchy and social combination within an corporation, and that traditions and social events organised by agencies for their staff can establish a friendly and loving lifestyle, by examining Michael Rosen’s (1988) journal article, “You Asked for It: Christmas on the Bosses Expense”. In this article, Certainly with Rosen’s argument in regards to the Christmas get together that it must be taken even more seriously and not simply as a ‘night out’, but a night that “blurs the boundaries among that which is definitely work and play, instrumental and meaningful, inside and outside”(Rosen 1988).
The Xmas party enables staff to transcend the packaging of work environment whilst as well allowing them to ‘connect’ to the firm. By possessing events including ‘Casual Fridays’ and ‘Employee Training’ Applications, I agree they can allow better management of employees and control of their particular behaviour, and will also make symbolic relations and better identification in the organization. Total, I believe the management of employees in post-bureaucracy through intangible measure like rules, values and culture are usually more stable and productive than organizations made up of rules, procedures and hierarchies.
In this section, the third section, I will argue that power is held in the relationships between people within an organization, and it is critically important to distribute electric power effectively among individuals inside the organization through the use of David Knights and John Roberts analysis, “The Power of Organization or perhaps the Organization of Power” since reference and support. In my opinion, there is the ought to organise roles effectively within an organization with this post-bureaucratic time, as hierarchies still exist, and it is critical to balance electricity throughout the corporation Knight’s and Robert’s experimented with various types of forms of control on several companies to determine the employee’s answers to these regulates.
However , each of these companies failed to apprehend the ability organisations ought to express. Factors being; personnel and administration abusing trust and power, employees with short term perspectives and regular pressure about staff. These kinds of results uncovered the importance of power in relationships, and the need for power being well balanced.
Therefore , handling and properly distributing power between personnel and supervision can lead to less conflicts since power in post-bureaucracy much more implicit, because it can pose control based upon a lot of versions of culture managing and trust. In this next, final area of the dissertation, I will dispute using Emmanuel Ogbonna and Barry Wilkinson’s findings in the journal, “The False Guarantee of Efficiency Culture Change: A Case Examine of Middle section Manager in Grocery Retailing” to examine the consequences of cultural transform initiatives on managers in a organization. In this article, managers had been presented as ‘agents’ of culture rather than ‘targets’ for culture change.
A series of selection interviews and evaluation were carried out on managers to “analyse the reactions of those managers who are required to change their own cultural orientations as well as persuade their subordinates to change” (Ogbonna & Wilkinson’s 2003). Results says resistance in middle managers took place in subtle varieties, such as “engaging only in those involvement activities most visible to senior management” (Ogbonna & Wilkinson’s 2003).
However , in the results obtained from studies, it was discovered that lowering the levels or hierarchy in management has been connected with increased job motivation and satisfaction for middle managers, thus, guaranteeing better management of electric power and tradition within the firm, and therefore placing a limit on the level level of resistance. Therefore , because discussed employing reference to Josserand, Teo and Clegg’s findings, the push from bureaucracy to post-bureaucracy saw the development of culture in organizations due to increased job satisfaction and job comfort, allowing administration to use culture to handle the staff proficiently.
As searched in Rosen’s journal article, having cultural situations such as the ‘Christmas Party’ may establish a perception of lifestyle and belongingness to the organization, providing administration the chance to gain better knowledge of their personnel and therefore the ability to control the employees. Since observed in Knight and Robert’s findings, successful distribution of power allows the business of culture and trust within an business. It is also crucial to establish a sense of traditions within the business, and in compare, power must also be given away effectively, pertaining to the organization to be more effective and therefore to limit level of resistance.
Finally, applying Ogbonna and Wilkinson’s analysis on managers, I deducted that managers respond efficiently to ethnical change initiatives, which appeared to increase their job motivation and satisfaction, thus providing a ‘domino’ effect on employees. Therefore , by adopting the post-bureaucracy way, and through effective managing of power and organization of lifestyle within the corporation, it is possible to lower resistance.