Root Metaphors in Understanding Organisational Behavior Essay

Root Metaphors in reason Organisational Behavior - Essay ExampleMetaphors give a clearer understanding of the paradoxical and complex characteristics of organizational behavior. many of the metaphors that thrust been used over time in reference to organizational behavior include organism, flori burnish, machine and political systems. This paper will analyze some of the root metaphors that have been used to describe organizations. Organizations as Cultures Culture refers to a way of a people hence organizational subtlety denotes a pattern of basic assumptions adopted within a group. These assumptions act like the norm and any new penis has to learn them (Phegan, 1996 pp. 25). These norms govern the interaction of people within an organization and the working relationship with those outside the organization. They fix conduct for various situations (Parker, 2000, p.56). In analyzing organizations as cultivations, the Hofstedes cultural dimensions theory proposes that organizat ions adopt a culture as determined by the region they are located in (Hofstede, 1991, p. 43). Organizational culture varies from one(a) nation to another. An awareness of multiculturism is important for any organization. For instance, if an organization based in Britain chooses to extend its operations to the Arab nations, then it has to take into consideration the aspect of religion that is an important part of the lives of the Arabians. Hence, the organization will adjust its culture to accommodate its Arabian employees. According to Hofstede (1980, p. 67), national and regional cultural groupings affect organizational behavior. Different analysts have described organizational culture in various ways. Deal and Kennedy have four cultures (Deal and Kennedy, 1982, p.34). The work- austere, play hard culture is one where the members of an organization put a lot of time into their work to be among the best. such organizations are result oriented. Organizations like restaurants have adopted such a culture. The tough guy masculine culture is a high risk and reward oriented culture. In addition to this, such organizations charge on the present rather than long term goals. An example of this would be the police force. Process culture works for low risk and slow feedback oriented organizations. These organizations, observe a lot of bureaucracy. Banks and insurance companies oarlock into this category. Lastly, bet-the-company culture is common with organizations that are involved in high risk business that gives slow feedback (Hartnell et al. 2011, p. 12). A lot of planning and work is put into the realization of goals. Oil companies and aircraft manufactures are some of the organizations with such a culture. An organizations culture determines its output as pointed out by Denison et al. (2004, p. 98-109). A strong culture is one where the staff aligns themselves to the norms and lives up to the expectations. In such cultures, work progresses smoothly and the org anization easily realizes its goals and objectives. Furthermore, a strong culture organization benefits in that the employees have high motivation (O Reilley et al., 2006 p. 487). Moreover, organizational culture increases team cohesiveness. Different departments and divisions within the company closely work together. This fosters harmony. This in turn promotes consistency. The staff finds their niche and feces easily coordinate their activities. Once they adopt the norms, they know what is expected of them and work effortlessly in holding up with the norms. Hence, it also shapes