Beruflich Dokumente
Kultur Dokumente
Organizations are deemed as having a social contract with society; they are
approved legitimacy for the purpose of serving the social good. This constructive
function includes the manufacture of products and services as well as their fair
with technology and material resources to manufacture products and services. However,
organizations may also be the source of negative social outcomes. Such would include
social problems related with monopolies; unsafe merchandise, unfair labor practices, and
also the ecological problems brought about by industrial mishaps and industry-related
pollution. These negative effects of the organization have therefore influenced concepts
of social control, through laws regulations and social customs, offered by political
science, sociology and economics. The effect of incorporating factors within and outside
the organization has led to the expansion and development of various perspectives in
contingency view where environmental changes and uncertainty, technology and size are
consistency and efficiency. On the other hand, unstable environments would bring about
flexibility. Rules, policies and procedures are used as a guide in decision-making for
regular tasks and problems; and general problem solving systems are required in
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uncertain and unpredictable non-routine problems and tasks. The art perspectives belies
scientific principles and theories and rely on the social and political environment
condition rather than general rules, to verify a solution. The scientific perspective
presents the notion that there are principled managerial practices for certain
determine the correct solution is used; general principles and theories based on
The contingency perspective aptly describes the Food Chain Franchise Business,
particularly Dunkin’ Donuts. It has started from a small food business where the
organizational structure is simple and then grew to a business with several outlets.
Increase in recognition and demand then led to franchising the business. What was once a
simple food chain is now a franchisor that has to control all the other franchisees to
manpower recruitment, and technology have been incorporated to meet the growing
New departments being put up as needed to answer to any requirement that may arise.
Changes therefore are vital so as to cope with the changing needs of the entire business
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2 Mechanistic Versus Organic Characteristics
that it follows a highly formalized structure where most processes and procedures have
been authorized administratively. The main objective for this is to maximize output and
minimize waste, underlining efficiency. All procedures involved with the production of
donuts and pastries up until the service given at the counter have a standard operating
procedure. Standard Operating Procedures are the bread and butter of this type of
business and thus must be strictly adhered to. This clearly emphasizes the importance of
are rather appropriate in the sense that day to day operations are rather the same in nature
and what really differs are the bigger sales targets as chains multiply. As the business has
always believed, it has become this big because it was true to its tried and tested success
On the other hand, it is important to note that at the equally tasked support
administration, managers practice the organic management system where solutions are
being formulated for the improvement of the entire organization. Therefore one
organization can still have the characteristics of the other management system although it
Ensign reasonably states that the task being performed by the organization in line
“Over a period of time, organizations tend to move toward greater complexity” (Ensign,
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1998), and such complexities are primarily found in its technology. As technology
changes, so do the organizational structures and procedures to best fit the change being
undergone. Hatch on the other hand, presents technology as imaged in the modernist
perception contained within the organization while the environment is outside. These
technologies are combined with resources to come up with outputs needed by the
Both affects the other and is again dependent on circumstances, situations, culture
and environment. The key to all these complexities is the ability of the organization and
its employees to modify and adapt when the need arises. Given any situation, change is
indeed constant and thus must be given ample open-mindedness and readiness to give up
a theory or a perspective to accommodate a new one for the benefit of the organization as
a whole.
4 Organizational Cultures
measurements, rules, regulations and routine practices. These have been tried and tested
by the founders that have led to the franchise’s current success. This knowledge is etched
in stone, protected by each employee with utmost care as it is his bread and butter. Daily
operations are almost always predictable. New employees seek to be at par with the
pioneer employees in knowing the sacred standards. Walls on employee areas are all
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equipment malfunction, and all sorts of troubleshooting. All employees are given a copy
of the company’s Code of Conduct as well as the business standards which are to be
physical structure with formal organizational positions within which power is acquired
and used. Power or success lies on its capability to operate and manage the organization
with the use of its knowledge. Postmodernists on the other hand view organizations as
points of view. This perspective aims to expose abuses of power claiming that
organization.
heavily on bureaucracy or clan control leaving very little or no power at all to the lower
rational systems. Critical Studies are heavier on the drama as social, economical and
Hegemonic practices thrive because however unjust the working arrangements are, the
laborers are at the mercy of the proprietors for many reasons, but mostly because control
is still tied up with the resource – money. Conflict is inevitable when the clanging of the
mass laborers is much too disgruntled. Power lies on who can get more out of the
business deal. Postmodernism on the other hand is more inward in approach in that it
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aims to control the self in conflicts and emerge powerful when the outcome is betterment
of self.
In all these major groupings however, "social order exists only as a product of
human activity” (Berger and Luckmann, 1956.) and whatever varied reasons there are to
why people consent to their own domination still leans heavily on cultural environment.
Still, “while it appears that culture is over and above us, it as also clearly an outcome of
human initiative, interaction, reaction, and resistance.” (Mills, Helms Mills, Orshow,
Bratton, 2007)
A small local Accounting Services Firm would very much likely use a simple
organizational structure. The owner managing the firm would supervise and monitor all
accounting jobs of accountant employees for every engagement the firm would have and
would make major decisions for the firm. The advantages would be that there is control
on all business operations as communication is open and frequent thus decisions are
made rapidly. The set-up is simple and informal making it open and flexible to
innovation or change. However, such a set-up is very demanding on the owner. There is
also limited specialization thus complex tasks may be given to employees. This structure
would best fit in conditions where there is a single product or service offered.
The Food Chain Franchise Business uses a functional structure. Departments are
set-up according to functions and managers have the advantage of supervising similar
tasks related to their roles. Production, marketing, sales and distribution, accounting and
finance, human resources, administration, and others are managed by department heads
thus overall supervision is high and coordination can be easily achieved. Employees in
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the same department also develop higher skill learning due to this coordination. However
the disadvantage is that there is lesser interaction between departments and between
functional structure would work best with less complex organizations dealing with one or
a few products or services and where environment is relatively stable allowing the
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REFERENCES
Derrida, J. Writing and difference. London: Routledge & Kegan Paul, 1978.
Hatch, Mary Jo with Cunliffe, Ann. Organization Theory: modern, symbolic, and
postmodern perspectives. New York: Oxford University Press, 2006.
Mills, A., Helms Mills, J., Orshaw C., and Bratton J., Organizational Behavior in a
global context. Canada: Broadview Press, 2007.