Assignment about What Do You Mean by Organizational Diversity

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Running Head: ORGANIZATIONAL DIVERSITY
0
Making sense of
organizations
(MSO)
Student Name:
Student University:

ORGANIZATIONAL DIVERSITY 1
To what extent is our understanding of organizations and management over the last 100
years applicable to the 21st century?
Organizations can be imaged as machines, culture, brain, political system, organism, family,
and psychic prison. These are the symbols used for the way of seeing and thinking visions to
help in understanding one’s element experience for another and creating alterations. There is
one solution, outlook, and symbol; symbol is to describe the visions of activities within
organizations. There are no limitations of language because of symbols; it encourages
outlook based on right-brain thinking and confronts conflicts. Symbol creates awareness
regarding the actions, applicability, and limitations (Langenberg & Wesseling, 2016). In
today’s organization, the need for change in management’s framework is important in a
highly competitive environment. It is essential for managers to take responsibility for
leadership and transfer responsibilities to employees. Management is an easy way of learning
in case of planning, staffing, processes, budgeting, quality control, systems, etc. There is a
necessity of leadership development for better performance and structure. The new start-ups
do not get stressed for an old way of operations and thinking around fifty years ago in the
organizations. So, the company focuses on transformations that improve performance,
leadership and culture structure. Nowadays, the generation of the 21st century does not fear to
share their opinions anonymously. The key to success is designing cultures and structures for
the development and empowerment of new leaders (Gleeson, 2017). In this essay, the
diversity of organizations is to be discussed through perspectives for understanding the
change and work in 21st century for better productivity and performance.
A pyramid choice of organization structure was segmented with knowledge when the change
was slow and the model worked well for 100 years until the increase of computers and
prompt information flows started in the economy. In a pyramid, everyone was linked with
one common boss at the top. Further, in the knowledge economy, the change in organization
structure was knowledge sharing and information flow. The survey is done by employees to
collect the data; the structure is formal where authority divides the functional authority
according to the environment (Brill, 2015). Organizations work together to achieve common
goals. In management, managers keep on interacting and maintaining relationships with
employees to achieve objectives and motivate them by giving high pay, high influence,
promotions, ideas and options for career success which generates a high return on investment
in the organization by working together. The management contributes to attaining the
outcomes and productivity of individuals and the organization with proper skills and

ORGANIZATIONAL DIVERSITY 2
knowledge. The company focuses on the success and output of teams with better network
connections to exchange their knowledge (Krebs, 2007).
The development of management thinking and change in actual behaviour is what
management theory is all about. The main approaches that management and organizations
cover are human relations, possibility, systems, and standards. These approaches include
importance of formal structure, purpose, pyramid of management, common principles of
organization, and technical requirements; considers social factors at work, leadership,
behaviour of individuals, groups, and the informal organization; amalgamation of standards
and human relations including significance of socio-technical system and external
environment within organization; type of structure, success and management depending on
various situations. The organizations need a technological revolution for development where
the management has to face challenges in business practices globally but establishes
compliance and flexibility with the dealings for changing the working environment and
achieve a competitive advantage (Dike, et al., 2015).
The challenges faced in 21st by the changes are the market forces, people problems, leadership
capabilities, visions into new management education, substitute learning, and teaching
methods, new social agreements between organizations and its workforce, and key drivers for
leaders and a means to success. Every change needs clear values and goals, professional and
personal development at the time of working, continuous appreciation and feedback, and
improved and redeveloped environment (Khan, 2014). The changes needed in the 21st century
are moving away from dictatorship, more flexibility, a new role of technology in leadership,
transparency, and inspiration over direction, and evolving nature (Mickyates, 2017).
Moreover, not only the development of communication and information technologies has
been increased but also the innovation at the workplace is being focused on with flexible
environment and spaces to increase the employees’ productivity and satisfaction. In today’s
world, social networks and knowledge are highly valued assets. Further, their use of these
valued assets had made them a scarce resource in management with global connectivity
capability, decision-making and power increment by a change in their roles and actions.
Nowadays, organizations' environments need to attain fitness where they have the capacity to
learn and change to fit new conditions which help is gaining productivity by working with
digital work styles (Dupain, 2009, pp. 15-17).

ORGANIZATIONAL DIVERSITY 3
The major primary management principles for development are coordination, functional and
scalar. The perspectives used to help to make sense of organizations and the management are
historical, sociological, rational technical, political, psychological, cultural (organizational
and national), and symbolic. The historical perspective of management includes an objective
to improve the productivity of individual workers, the best way to perform the task and
motivate employees through incentives. History is featured by an unexpected change and
distribution of management which involves various phases of development (Keulen &
Kroeze, 2014). The bureaucratic management by Weber's Theory of Rationalization helps in
achieving the organizational goals by reducing the individual’s opportunities to take
advantage of the company.
For instance, McDonaldization includes an interest in sociological consumption and theory
and globalization. Rationalization helps in developing capitalism; for reducing negative
effects and makes a successful business model which requires a large amount of efficiency.
In context, the production of fast food is processing through rationalization because it implies
the importance of practical results and rules informal organizations and administrations for
making it successful through calculability, control, productivity, and certainty. Ritzer's theory
of McDonaldization is the process of Weber’s standard rationalization (Ryan, 2018, p. 247).
Ritzer elaborates McDonaldization as the process by which the values of the fast-food
restaurant are coming to control more and more areas of American culture as well as the rest
of the world (Morganparker1, 2014). Productivity is the best means to an end, optimum
method; calculability is to know the quantity; certainty through standardization, and
controlling employees and customers, by use of technology.
Bureaucratic Management follows a strict pyramid with formal procedures and rules which
diminishes dictatorship and freedom of choice; impersonal organizations that minimize the
impact of personal preferences and personalities. Another thought is of the developmental
period and human relations where Hawthorne studies show that human value is not
essentially rational, employee attitudes and needs impact value, and asking employees
opinions to make them feel their importance and to work hard. Employees have basic needs
and hygienic work environment for satisfaction and motivation; salary, benefits, working
conditions, and administration & company policy (Turner & Ledwith, 2018). Motivation
needs appreciation, accomplishment, accountability, and learning and development. These
two, hygienic and motivator factors are part of Herzberg’s Two-Factor Theory. Job
Enhancement principle includes removing some controls and increases in employee