Gareth Morgan: Organ

Gareth Morgan is Organizational theorist. Explore interesting quotes on organ.
Gareth Morgan: 48 quotes0 likes

“As we look around the organizational world we begin to see that it is possible to identify different species of organization in different kinds of environments. Just as we find polar bears in arctic regions, camels in deserts, and alligators in swamps, we notice that certain species of organization are better ‘‘adapted’’ to specific environmental conditions than others. We find that bureaucratic organizations tend to work most effectively in environments that are stable or protected in some way and that very different species are found in more competitive and turbulent regions, such as the environments of high-tech firms in the aerospace and microelectronics industries.”

Gareth Morgan book Images of Organization

Source: Images of Organization (1986), p. 39; As cited in as Vivien Martin -(2003) Leading change in health and social care. p. 157: About the organization as organism.

“Consider, for example, the mechanical precision with which many of our institutions are expected to operate. Organizational life is often routinized with the precision demanded of clockwork. People are frequently expected to arrive at work at a given time, perform a predetermined set of activities, rest at appointed hours, and then resume their tasks until work is over. In many organizations, one shift of workers replaces another in methodical fashion so that work can continue uninterrupted twenty-four hours a day every day of the year. Often, the work is very mechanical and repetitive. Anyone who has observed work in the mass-production factory or in any of the large “office factories” processing paper forms such as insurance claims, tax returns, or bank checks will have noticed the machine-like way in which such organizations operate. They are designed like machines, and their employees are in essence expected to behave as if they were parts of machines.”

Gareth Morgan book Images of Organization

Source: Images of Organization (1986), p. 20; As cited in as Vivien Martin -(2003) Leading change in health and social care. p. 157: About the organization as machine:

“An organization has no presence beyond that of the people who bring it to life.”

Gareth Morgan

Source: Imaginization (1993), p. xix

“Organization always hinges on the creation of shared meanings and shared understandings, because there have to be common reference points if people are to shape an align their activities in an organized way.”

Gareth Morgan book Images of Organization

Source: Images of Organization (1986), p. 11; as cited in: Malcolm Warner, Morgen Witzel (2004) Managing in virtual organizations. p. 24

“The organization as a coalition of diverse stakeholders is a coalition with multiple goals.”

Gareth Morgan book Images of Organization

Source: Images of Organization (1986), p. 154

“Dialectical analysis thus shows us that the management of organization, of society, and of personal life ultimately involves the management of contradiction.”

Gareth Morgan book Images of Organization

Source: Images of Organization (1986), p. 266

“Many organizations and their managers drive toward the future while looking through the rear-view mirror. They manage in relation to events that have already occurred, rather than anticipate and confront the challenges of the future.”

Gareth Morgan

Morgan (1988) Riding the waves of change: developing managerial competencies for a turbulent world. p. 4

“Organizations are complex and paradoxical phenomena that can be understood in many different ways. Many of our taken-for-granted ideas about organizations are metaphorical, even though we may not recognize them as such. For example, we frequently talk about organizations as if they were machines designed to achieve predetermined goals and objectives, and which should operate smoothly and efficiently. And as a result of this kind of thinking, we often attempt to organize and manage them in a mechanistic way, forcing their human qualities into a background role. By using different metaphors to understand the complex and paradoxical character of organizational life, we are able to manage and design organizations in ways that we may not have thought possible before.”

Gareth Morgan book Images of Organization

Source: Images of Organization (1986), p. 13; Cited in: Morgen Witzel (2011) Fifty key figures management, p. 205

“In highlighting the role of the unconscious in organization, there is a danger that many will now want to find ways of managing the unconscious as well. This, of course, is impossible, because the unconscious is, by nature, uncontrollable.”

Gareth Morgan book Images of Organization

Source: Images of Organization (1986), p. 231

“The metaphor suggests that different environments favor different species of organizations based on different methods of organizing and that congruence with the environment is the key to success.”

Gareth Morgan book Images of Organization

Source: Images of Organization (1986), p. 35 (Morgan, 1998)