All Organization Theories Involve Questions of Power and Control

Organization Theory
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SECTION A
Question 1
‘All organization theories involve questions of power and control’. Critically evaluate this statement, drawing on at least two organization theories from the unit to discuss your answer.
Introduction
The statement, “All organization theories involve questions of power and control,” is complex and can be viewed from different perspectives. On the one hand, it can be seen from how organizations are hierarchical, hence allowing some individuals to hold more power than others. This is especially true for organizations that have a few people who hold so much power and control over the rest of the workers. In this regard, the higher people are on the organizational hierarchy, the more power they have, while those at the bottom of the pyramid have less power and control. On the other hand, the statement can be seen as a reflection of the idea that power and control are critical in any organizational setting. While organizations constitute individuals working together to achieve a set target, they can also be platforms for the negotiation of power and control. To provide a comprehensive analysis of the outlined statement, this paper draws on two organizational theories: the classical theory of bureaucracy and the human relations theory, which present two approaches regarding power in an organization.
The classical theory of bureaucracy
Max Weber developed the classical theory of bureaucracy as an approach that proposes a way of managing organizations. The theory indicates that the most appropriate way of running an entity is structuring it into a rigid hierarchy of individuals, who are governed by strict regulations (Andreski, 2013). Weber emphasizes that an organization should have four critical characteristics. Firstly, the theory emphasizes the need to divide labor based on expertise, where employees have specific roles and responsibilities. Individuals should be given roles based on their skills and qualifications to ensure that the business remains efficient (Lunenburg, 2017). Since employees are allocated roles and responsibilities in their area of expertise, this allows them to perform their tasks with a high level of efficiency. Secondly, Weber demonstrates the need for a set of rules and regulations. All the activities of an organization must be governed. The implementation of standardized rules ensures uniformity and consistency in making decisions. Employees are required to follow the rules and regulations when performing their duties. Control comes in when employees are expected to adhere to the laid down rules to ensure maximum compliance.
Thirdly, Weber emphasizes the importance of adhering to a set of rules and regulations. These govern the activities of the organization and ensure that there is uniformity and predictability. Employees are expected to follow the rules and regulations when performing their tasks. The rules and regulations are critical in providing a basis for the evaluation of the workers. Control comes through the adherence to adherence to the set rules and regulations (Lunenburg, 2017). The organization ensures that employees comply with the required standards by minimizing individual discretion. Lastly, bureaucracies bring about formality and impersonality. Personal relationships are not values as decisions are expected to be based on objectivity as opposed to personal biases. An organization is expected to be fair to the workers and impartial. Decision-making must follow a set of rules and regulations that ensure accountability.
Human relations theory
The human relations theory was developed in response to the limitations of classical management approaches like Weber’s classical theory of bureaucracy. The human relations theory focuses on the essence of social and psychological aspects in the workplace (Nhema, 2015). It emphasizes the importance of ensuring that employees are satisfied with their effectiveness. The human relations theory has several aspects. Firstly, it recognizes the need for human factors. The theory considers that people have unique needs and motivations, which affect how they function in an organization. As a result, organizations must address those psychological and social aspects of individuals. In an organizational setting, interpersonal relations are critical in ensuring effectiveness and productivity. Secondly, the human relations theory outlines the importance of employee satisfaction (Kumari et al., 2021). Employees who are satisfied are seen as more productive and ensure the success of the entity. When staff members feel that an organization values their contribution, this increases their commitment to the entity. The management is expected to create a working environment that ensures employees satisfaction and motivation. Lastly, the human relations theory demonstrates the importance of informal groups and social interactions within the workplace (Omodan, Tsotetsi and Dube, 2020). Management is expected to allow employees to form informal networks and communities in the entity. Such informal relations are critical in creating bonds among the workers.
From the two theories, it can be seen that the major emphasis is the aspect of power and control. On the one hand, the classical theory of bureaucracy demonstrates the importance of organizations having power over employees as a way of enhancing order. The theory believes that management should ensure that the workers adhere to the established rules and regulations to ensure that the business achieves its objectives. The theory emphasizes the need for managers to use power and control to run an organization. On the other hand, the human relations theory questions the power and control that the classical theory of bureaucracy gives to managers. The theory does not outlaw the importance of power and control but rather demonstrates that managers should be considerate when dealing with workers. Ultimately, the classical theory of bureaucracy and human relations theory revolve around how managers yield power and control differently in organizations.
SECTION B
Question 2
* Identify and explain the four aspects of being critical in Mingers’ (2000) framework. Give examples of each of these critiques from your own personal experience of a specific organization.
In the 2000 article, “What is it to be Critical?: Teaching a Critical Approach to Management Undergraduates” John Mingers provides four aspects of being critical. The first aspect is being critical of rhetoric. Minders (2000) sees this as argument analysis by checking the validity and soundness of arguments. Arguments are checked and analyzed by checking the evidence presented to establish their strength and reliability. Individuals are encouraged to assess the rhetoric emplo...