From a modernist perspective the organization is seen as being a technology that turns inputs into outputs.

Hatch, Mary Jo. Organization Theory: Modern, Symbolic, and Postmodern Perspectives. 4th ed. Oxford: Oxford University Press, 2018. Physical Structures within the organization can be seen as symbols (for example, a reserved parking place can be symbolic of that workers position and power within the organization). The International Environment: This includes all the organizations that operate in more than one country.

Conclusion

Achterberg, Jan; Vriens, Dirk (2010). "Introducing Organizations as Social Systems Conducting Experiments". Organizations. Springer Berlin. pp.9–10. doi: 10.1007/978-3-642-14316-8_1. ISBN 978-3-642-14315-1 . Retrieved 30 December 2022. Symbolic-Interpretive Theory: focuses on individual and group experiences within the organization and how these are interpreted. This theory can be seen as being based on the following theories:

Core Technology: This is the main technology used to transform inputs into goods and services (some organizations may have more than one core technology). This technology refers to: Power Distance: this is the willingness to accept an unequal distribution of power and status - the extent to which people find it natural to have several layers of power. In low power distance cultures, people find it hard to accept the unequal distribution of power, for example, in Denmark. In high power distance countries, for example, Brazil, people respond well to authority. With this said, the characteristics of Weber's theory have to all be perfect for a bureaucracy to function at its highest potential. "Think of the concept as a bureau or desk with drawers in it, which seems to call out to you, demanding that everything must fit in its place." [27] If one object in the drawer does not fit properly, the entire drawer becomes untidy, which is exactly the case in Weber's theory; if one characteristic is not fulfilled the rest of them are unable to work in unison, leaving the organization performing below its full potential.

Greiner, Larry (June 1998). "Evolution and Revolution as Organizations Grow". Harvard Business Review.

It has been found that the greater distance between employees work places, the less likely they are to communicate. Norms: “are expressions of values” (Hatch and Cunliffe, 2006). They indicate how individuals in a culture should behave and act - what actions of behavior will receive a reward or not. Symbols, language, achievement and social interaction are related with each other in the form of symbolic interaction. This maintains the interaction of the individuals in an organisation through the interpretation of the symbols in the environment where self and shared meanings for the social structures are then applied to the organisation (Stohl and Putnam, 2003). With that in mind, symbols and communication play a significant role on building the symbolic- interpretative perspective that creates a shared meaning for the whole team (Stohl and Putnam, 2003). It influences the power and culture for an organisation through the beliefs and ideas that the people share. The selection of the leaders depends on the shared ideas of the individuals through the symbols and communication that they share with each other. Unity still prevails on the decisions of the members of the organisation and thinks in a way that will benefit all those who are involve in the process. Post-modernism Perspective The Hersey–Blanchard situational theory: This theory is an extension of Blake and Mouton's Managerial Grid and Reddin's 3-D Management style theory. This model expanded the notion of relationship and task dimensions to leadership, and readiness dimension. The concept of formal organization has been touched upon by a number of authors in the subject of organizational theory, such as Max Weber, whose bureaucratic models could be said to be an extension of the concept.

Introduction

a b Chandler, Alfred (1977). The Visible Hand. Cambridge: Cambridge University Press. ISBN 9780674940529. As people implemented organizations over time, many researchers have experimented as to which organizational theory fits them best. The theories of organizations include bureaucracy, rationalization (scientific management), and the division of labor. Each theory provides distinct advantages and disadvantages when applied. [9]

Organic Organizations: Are more ‘flexible’ than mechanistic organizations. They have less formalization, and more decentralization. These organizations are more efficient in unstable and changing environments, as they can easily adapt to change.

References

Bureaucracies and mechanistic organizations appear to be similar; however, the main difference between the two is that bureaucratic organizations are decentralized, whilst mechanistic organizations are centralized. Weber tended to offer a teleological argument with regard to bureaucracy. Weber's idea of bureaucracy is considered teleological to the extent that he posits that bureaucracies aim to achieve specific goals. Weber claimed that bureaucracies are goal-oriented organizations that use their efficiency and rational principles to reach their goals. [25] A teleological analysis of businesses leads to the inclusion of all involved stakeholders in decision-making. [26] The teleological view of Weberian bureaucracy postulates that all actors in an organization have various ends or goals, and attempt to find the most efficient way to achieve these goals. [21] Criticism [ edit ]