pply any two of Morgan’s (1986) four images of organisation to the James Hardie case study. How useful are the two images that you have selected for explaining action and behaviour within organisations? Are there any deficiencies in the two images that you have selected? Explain the deficiencies you identify by indicating what the two images you have selected fail to take into account or explain about organisations.
Table of Contents
1. Introduction
2. Organisations as Cultures
3. Organisations as Political Systems
4. Conclusion
Research Objectives and Themes
This essay explores the utility and limitations of Gareth Morgan's metaphorical framework, specifically applying the "cultures" and "political systems" lenses to analyze the corporate decision-making and ethical challenges within the James Hardie company case study.
- Application of Morgan’s organizational metaphors to real-world corporate crises.
- Evaluation of the "Organization as Culture" metaphor regarding values and ideology.
- Analysis of the "Organization as Political System" regarding power, conflict, and strategy.
- Critical examination of the deficiencies and limitations of metaphorical frameworks in organizational studies.
- Insight into stakeholder management and corporate social responsibility in the context of the James Hardie case.
Excerpt from the Book
Organisations as cultures
Firstly, organisations can be seen as cultures. Every single one organisation has got its own culture, the organisational culture, which “refers to a system of shared meaning held by members that distinguishes the organisation from other organisations” (Robbins 2004, p. 499). The culture is made up of values and beliefs and the organisation can be seen as a society. Thus, there is a strong relation between organisational and national culture: various national cultures in the world have basic concepts such as ideology, values, rituals, tradition, or symbols. The cultural metaphor contains the understanding of an organisation having evolved during its existence since its foundation. “From this perspective the key to an organisation is … its spirit or soul.” (Dunford 1992, p. 7).
Considering the James Hardie case, there are examples of an organisational culture that does not exist any more since in 2001, the company decided to move its headquarters. James Hardie has once been “Australia’s biggest manufacturer of asbestos cement products” (Peacock 2004) which seems to be a successful result of a well-working organisation, including an existent culture within it.
Summary of Chapters
1. Introduction: This chapter introduces Gareth Morgan’s four metaphors of organization and defines the purpose of using them to examine the James Hardie case study.
2. Organisations as Cultures: This section analyzes James Hardie through the cultural lens, highlighting shifts in corporate values and the impact of the company's decision to relocate headquarters.
3. Organisations as Political Systems: This chapter views the company as a political arena, focusing on internal power dynamics, stakeholder interests, and the strategic maneuvering regarding compensation for asbestos victims.
4. Conclusion: The final chapter summarizes the utility and constraints of using metaphors, emphasizing that while they provide valuable insights, they should be used with caution as they do not offer a complete organizational framework.
Keywords
Gareth Morgan, Organizational Metaphors, James Hardie, Corporate Culture, Political Systems, Asbestos Victims, Stakeholder Management, Organizational Behavior, Corporate Responsibility, Strategic Management, Organizational Change, Power Dynamics, Business Ethics, Organizational Analysis.
Frequently Asked Questions
What is the core subject of this essay?
The essay examines the application of Gareth Morgan’s organizational metaphors, specifically the "culture" and "political system" lenses, to the corporate behavior of the company James Hardie.
What are the primary thematic areas explored?
The main themes include corporate culture, organizational politics, the management of stakeholder conflict, and the ethical implications of strategic corporate relocation.
What is the primary research goal?
The goal is to determine how useful these specific metaphors are for explaining organizational actions and to identify the deficiencies where these metaphors fail to capture the full reality of an organization.
Which scientific methodology is utilized?
The author employs a conceptual analysis approach, applying theoretical metaphors from management science to interpret a specific, real-world qualitative case study.
What does the main body cover?
The main body systematically analyzes James Hardie through the metaphors of culture and political systems, discussing how these frameworks reveal the complexities of the company's decision-making process.
What are the key descriptors for this work?
The key descriptors include Morgan's metaphors, organizational behavior, case study analysis, corporate reputation, and stakeholder relations.
How does the "culture" metaphor apply to James Hardie?
It is used to describe the transition from a unified company culture to a disjointed one, particularly after the company moved its headquarters to avoid compensation liabilities.
What role does the "political system" metaphor play in the case?
It highlights the complex environment of lobbying, conflict between management and victims, and the reactive strategies the company used to manage its reputation and legal challenges.
- Quote paper
- Petra Zschietzschmann (Author), 2004, 'Morgan's four images of organisation applied to the James Hardie case study', Munich, GRIN Verlag, https://www.grin.com/document/54130
