Foundation of Management Organization Theory

Question: Discuss about the Foundation of Managementfor Organization Theory. Answer: The term common purpose as depicted by Barnard in his organization theory, is a decent approach to portray operations in business organizations. Barnard offers structures to manage the examinations of organizations, which contain a mental speculation of motivation and lead, a sociological theory of cooperation and complex interdependencies, and a conviction framework gave a meritocracy (Brewer, Leung, and Scott, 2015). The executives in organizations play a big role in realizing Barnards theory, as organizations are interrelated. The survival of associations relies on upon the endeavors acknowledged by the people and related assets. The executives are tasked with identifying choices that are resourceful to the organization and aligning those choices with the desires and duties of their employees, initiating a cooperative system. This explains why he defines an organization as a cooperation of two or more people with the similar objectives, common purpose' (Jaffee, 2001). The rightful influence on individuals purpose in an organization can yield powerful results. Barnard depicted purpose as the element that persuades the activities of an individual or cooperation. The purpose joins distinctive people in an organization at the point when there are intentionally planned exercises or powers of at least two individuals who have a formal association. Numerous associations cooperating for the accomplishment of an objective or reason are a complex formal association. An organization may be different in many ways; big or small, type of product and services they provide, type of market environment they are located and their organizational structure ( Preuss, and Figge, 2015). They similarity in them is that they all have aligned their goals and objectives and each member of the organization works with a common purpose, to fulfill those goals and objectives. I would agree with Barnard that common purpose is a good way to describe working organizations. Decision-making is solely a critical management and administrative element that governs organizations. In bureaucratic organizations, they have numerous structures layers of administrations stages or layers, from the top executives to the managers, various unit heads, and the low-level employees. Decisions made at the top management will flow steadily with adherence to the management authoritative nature down the chain, making implementation of decisions effective and fast. According to Leung and Scott, (2015) there should be a maximum flow of authority in a bureaucratic organization. However, if the balance of power is affected, the decision flow will be too, For instance where low-level employees start making decisions for themselves. This will yield poor organizations results since decisions are based on skills and merit Segmentation of the organizations structure limits mobilization and application of knowledge in business operations. Individuals are programmed to performing one task; this reduces the likelihood of these individuals extending the knowledge beyond their jurisdiction (Hahn, Preuss, and Figge, 2015). This results to undermining or slow implementation of a decision that will correlate with the segmented structures. A Large organization may have an issue on the timing of decisions that may take longer to implement or may not be effective depending on the organizations environment. This may cost the company their productivity and growth in some instances where the employee is not satisfied with their work: a slowdown or an industrial strike may be imminent. For a proper flow in design making the respect of authority, all members of the organization must recognize flow (Van der Voet, 2014.) Reference Brewer, B., Leung, J.Y. and Scott, I., 2015. Value-based integrity management and bureaucratic organizations: Changing the mix.International Public Management Journal,18(3), pp.390-410. Hahn, T., Pinkse, J., Preuss, L. and Figge, F., 2015. Tensions in corporate sustainability: Towards an integrative framework.Journal of Business Ethics,127(2), pp.297-316. Jaffee, D., 2001.Organization theory: Tension and change. McGraw-Hill Humanities Social. Van der Voet, J., 2014. The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure.European Management Journal,32(3), pp.373-382.