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I
Morgan, G. (1998).  Images of Organization: The Executive Edition.
"The groupthink phenomenon has been reproduced in thousands of decision-making situations in organizations of all kinds. It may seem overly dramatic to describe the phenomenon as reflecting a kind of psychic prison. Many people would prefer to describe it through the culture metaphor, seeing the pathologies described in all the above examples as the product of particular cultural beliefs and norms. But there is great merit in recognizing the prison-like qualities of culture." (p. 186)
Morgan, G. (1986).  Images of Organization.
"History may well judge that Taylor came before his time. His principles of scientific management make superb sense for organizing production when robots rather than human beings are the main productive force, when organizations can truly become machines." (p. 33) As we examine the bureaucratic form of organization, therefore, we should be alert to the hidden meaning of close regulation and supervision of human activity, the relentless planning and scheduling of work, and the emphasis on productivity, rule following, discipline, duty, and obedience. The bureaucracy is a mechanistic form of organization, but an anal one too. And not surprisingly, we find that some people are able to work in this kind of organization more effectively than others. If bureaucracies are anal phenomena encouraging an anal style of life, then such organizations will probably operate most smoothly when employees fit the anal character type and can derive various hidden satisfactions from working in this context." (p. 209) "Throughout history organization has been associated with processes of social domination where individuals or groups find ways of imposing their will on others. This becomes clearly evident when we trace the lineage of the modern organization from its roots in ancient society, through the growth and development of military enterprise and empire, to its role in the modern world." (p. 275) "In the world today, individuals and even whole communities find themselves being thrown away like empty orange peels when the organizations they serve have no further use for them. Individuals find themselves permanently unemployed even though they feel they have many good years of useful work ahead of them." (p. 279)
C
Morgan, G. (1989).  Creative Organization Theory.
"As we all know, bureaucracies are supposed to operate 'by the rules.' They are places where individual initiative, enterprise, and creativity are supposed to take second place--if they are permitted at all!--to the policies and procedures that have been defined or authorized by those in charge of the organization as a whole. Weber observed that the bureaucratic approach to organization mechanized the process of administration, exactly as machines had routinized production in industry. And his writings make frequent reference to how this process of mechanization squeezes out the human dimension." (p. 49) "The promise of the good life keeps us actively focused on the future in the belief that even if things are not so good now, they will get better. The future orientation of the promise in the organization prevents us from looking at the present, functioning in the system, and seeing the system for exactly what it is: addictive. People often feel mired in organizations. Rather than acknowledging their feelings, they find it easier to look forward to the weekend, a vacation, or retirement. By continuing to present us with the promise, the organization remains central in our lives, in control of our present, 'hooking' us into an addictive relationship with the organization, the promiser." (p. 242) "In my view the computer is the Trojan Horse with which Taylorism is going to be introduced into intellectual work. When a human being interacts with a machine, the interaction is between two dialectical opposites. The human is slow, inconsistent, unreliable but highly creative, whereas the machine is a fast, reliable but totally non-creative." (p. 62)