LTU: Managerial Ideology, Organizations & Environments Report

This report examines managerial ideology within organizations and their environments, focusing on the changes brought about by Scientific Management principles in the Factory System. It analyzes Morgan's metaphors to understand the factory system before and after the implementation of Scientific Management, discussing the applicability of machine and brain metaphors. The report further explores obstacles to effective decision-making in rational-bureaucratic organizations, the concept of 'common moral purpose,' and the paradoxical demands of economies of scale and scope. It references various organizational theories and models, including those by Taylor, Weber, and Barnard, to provide a comprehensive overview of organizational management and its challenges.

Managerial Ideology: Organizations and Environments 1
MANAGERIAL IDEOLOGY: ORGANIZATIONS AND ENVIRONMENTS
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Managerial Ideology: Organizations and Environments 2
The implementation of Scientific Management principles resulted in major changes
to the Factory System. From a management point of view, what were these changes? Using
the article on Morgan's (1997) metaphors (available on Moodle) which of these metaphors
applies to Factory system before the implementation of Scientific Management? And which
metaphor would apply after? Explain your reasoning concerning the text and other
academic sources.
First and foremost, it is important to look at the principles of this concept theory of
scientific management. The Taylor’s theory of scientific management has four principles. These
include;
i) Replace operation/working by “rule of thumb,” or simple habit and common sense,
and as an alternative apply the scientific method to study work and decide on the
most professional and competent manner to perform specific functions.
ii) Training of workers
iii) Supervise employee’s performance, and offer instructions and management to make
sure that they are the most effective ways of operation.
iv) Assign the task to managers and employees so that the managers make use of their
time scheduling and training, enabling employees to carry out their duties effectively.
Changes;
According to these four principles, changes in the factory systems were experienced through
their application. The scientific management theory disseminated the idea of division of labour
uniformly among the employees as well the managers. This act itself creates a formal and official
connection with respect and ensures that the duties given to every employee is worked on

Managerial Ideology: Organizations and Environments 3
promptly. In this case, a teamwork spirit is also cultivated within these institutions. On the other
hand, through the division of labour, the management has transformed to a democratic type
where every individual is allowed to give out their views in regards to what they feel is affecting
their performance.
Additionally, another change that has been realized is the chance for scientific training as
explained in the principle. Currently, several institutions are putting this principle into practice to
realize maximum profits. The introduction of technology in the manufacturing department
requires employees and managers to have good knowledge to cope up with the frequent
emergence of new technologies, and that requires the application of Taylor’s concepts.
Currently, no organization can deny the fact that they are using Taylor’s concepts, especially
in the recruitment process. A human resource department has been created to carry out the
function of recruiting only the best-qualified workers should there be any vacancy within an
institution. As the concept demands, the recruits are offered a little training to get to know what
is supposed to be done and also familiarise with their place of work.
Using the article on Morgan's(1997) metaphors (available on Moodle) which of these metaphors
applies to Factory system before the implementation of Scientific Management? And which metaphor
would apply after? Explain your reasoning with reference to the text and other academic sources.
In the theory of management, there is one model that has stood out among other models;
Gareth Morgan’s metaphors of organizations. Morgan (1997) explains eight metaphors that work
as a way through which an individual might view an institution. These metaphors include
organism, machine, brain, political system, culture, psych prison, an instrument of domination,
change and transformation (Morgan, 2011). Choosing a metaphor to require carefulness since it

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significantly influences how people see organisational issues and solutions required. Morgan’s
theory stands out mainly since it offers an evaluation of the various viewpoints that apply to
comprehend the conduct of institutions. Among these metaphors, there are some that apply to
factory system before the implementation of scientific management theory of Taylor.
Factory system majorly deals with machines for the better part of the operation.
Therefore, a machine as a metaphor was applicable before the implementation of the scientific
management theory. Any operating factory requires machines to function better; therefore
machine was applied long ago Taylor’s. The machine requires an organisation to have a
command and a time of control. Furthermore, since machines cannot be handled by anybody, it
requires an individual with skills to handle it, thus division of labour just the same way as
various machines serve different purposes. When an institution or a factory is seen as a machine,
an individual has to view how the management, authority and obligation are apportioned and
how different persons are authorised to take different plans.
Another metaphor applied the theory is the brain metaphor. Several management theories
support brain metaphor, and many of them have been developed. One such theory is the
decision-making approach that treats institutions as communication, information and decision-
making structures. Everything human beings do require the brain; decisions are made using
brain; everything that revolves around the management is the brain (Alvesson, 2002). Therefore,
this metaphor is critical and is applied after and before the implantation of the concept of
Taylor’s principles. Other metaphors that were before the implementation of Taylor’s concept
include culture and organisation of political parties system.

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Rational-bureaucratic organisations are supposed to develop the best means to
achieve their goals. Based on your reading of Chapter 5 (pg. 56), what would you say are
some of the obstacles to making the "best" decisions about ways to reach a goal or solve a
problem? Do some organisations have a more difficult time with this than others? What
kinds of goals or problems do they deal with?
This model is created on the machine metaphor of institutions that illustrates the
similarity between the connection among the parts of the mechanical tool and the relationship
among positions in the corporations. Max Weber envisioned the theory. It uses a formal
hierarchy, speciality, impersonality and promotion based on qualification and achievements, to
support an organisation attain their objectives (Martin, 2002). These components help in
realising a better and equal workplace, clear directions and which then aids employees with to
ask for advice from. There are still obstacles that are being experienced when applying the model
in the workplace. It has strict and rigid regulations as well as processes that undermine the
organisation’s primary goals. This takes place as workers are heavily focused on adhering to the
rules set by the organisation’s top management thus making them lose focus on the
organisation’s objectives thus poor in productivity.
Do you think the term used by Barnard -- "common moral purpose" (pg. 103) -- is a
good way to describe what happens in work organisations? Why or why not?
According to Chester Bernard, “common purpose” may be the best method to describe
functions of the organisation. It is suitable for some features as people are often guided by the
organisation’s goals and ways of accomplishing them. Employees work to obtain a common
purpose, whether that be making a product or offering a service to customers. Worker’s job

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descriptions and functions will relate to the organisation’s objectives and long-standing goals
(CAMBRIDGE POLICY STUDIES INSTITUTE, 1973). Through this, workers will all have a
“common purpose.” Again, the aims of the employees must be coordinated with organisations
for a common moral purpose to be realised. Every worker must have the values of the
organisation at heart and believe in them thus achieving a “common purpose” efficiently.
The transformation of organisational forms has given rise to a variety of
paradoxical demands. For example, organisations want to achieve both economies of scale
and economies of scope; they want to specialise yet be flexible. What does each of these
separate demands mean for organising and managing? Why they all are desired? How can
they peacefully co-exist?
Organizations currently, want to accomplish economies of scale and economies of scope,
through a means being flexible in spite of having expertise in another ground. According to Turi
(2015), economies of scale connected to the rate of offering a better service at a lower cost.
Economies of scope are the aggressive benefit that a corporation takes pleasure in for a product
or a service for a certain market section. Managerial theorists have used Ford’s industrial model
to replicate on the planning and running abilities of business to portray fresh and up-and-coming
organisational forms. New organisations are very different when the comparison is made to the
Fordist standards on the division of labour. The organisation should be flexible in economies of
scope and also propose product or service that excites to a particular section. In case of
economies of scale, business ought to produce products in bulk to authenticate and authenticate
costs, thereby planning its existing levels of manufacture and running costs.

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References
Morgan, G. (1997). Images of Organization. London: Sage.
Martin, J. (2002). Organizational culture: Mapping the terrain. Berkeley, CA: University of
California Press.
Turi, A,MM,IL,GGAMS 2015, ' May. From Fordism to Lean management: Main shifts in
automotive industry evolution within the last century. ', In MakeLearn International
Scientific Conference on Management of Knowledge and Learning, pp. 25-27.
CAMBRIDGE POLICY STUDIES INSTITUTE. (1973). Working papers for a new society.
Cambridge, Mass, Cambridge Policy Studies Institute].
Alvesson, M. (2002). Understanding organizational culture. New York, NY: Prentice-Hall.
Martin, J. (2002). Organizational culture: Mapping the terrain. Berkeley, CA: University of
California Press.
JAFFEE, D. (2008). Organization theory: tension and change. Boston, McGraw Hill.