Organizational Theory
Organizational theories have been prevalent over the last century, dominated by sociological perspectives. Haveman and Wetts (2018) hypothesized that the theories emerged through Marx, Weber, and Durkheim’s works. Marx idealized that organizations were divided into classes of workers, managers, and owners in an organization. Technological advancements were manipulated to exploit workers whom they sought to dominate. These distinctions form the basis of the Marxist theory developing insight into Marx’s thinking relative to the proliferating industrial activity. On the other hand, Weber assumed that institutional settings are affected by the social perceptions of power, translating to emphasizing bureaucracy in workplace behaviors as employers are effective when a line of command is established. (Haveman & Wetts, 2019). Therefore, organizations sought to establish power structures that allowed a clear chain of command organizations, vital in building a case for organizational management.
The organizational theories relate to the contemporary theories of the nonprofit field of operations. Foremost, Worth (2021) discussed the nonprofit theory of the commons focusing on “protected space for the collective expression of what people find most important in their lives” (134). The ideology ties in with the classical theories that emphasize social ideologies directly impact operations, dictating the interaction among workers. On the other hand, the open systems criticize Weber’s theory expanding that open theory systems common factoring external operations environments for nonprofit organizations. Therefore, social perceptions of power and human interaction are broached as the essentials for institutional structuring. Worth (2021) considered that the employees were representatives of organizations to outside worlds. Thus, the emphasis was on the need to integrate holistic structures in an organization that idealizes workers’ social environments.
Motivation Theories (Management)
Contemporary understanding of leadership and motivational principles in organizations are embedded in classical theories. These theories are distinguished into two categories content theories and process theories. Maslow presented that workers’ needs could be organized into a pyramid framework prioritizing the most influential factor at the top of the pyramid (Fischer, 2009). As such, a manager or leader ensures worker satisfaction and motivation such that the motivated workers would produce an optimal performance for an organization. The needs presented in Maslow’s pyramid from the lowest priority to the most influential factor included physiological, security needs, social needs, ego needs, and self-actualization (Fischer, 2009, p.351). Concurrently, McLelland presented his trichotomy of needs that determine organizational function, including power, affiliation, and achievement. Meeting these needs implies a unified mindset, ensuring directed operations.
Moreover, other theorists support a similar thought regarding organizational motivators. Correspondingly, Bolman and Deal (2017) highlight that organizations must work up the pyramid as the lower sector presents the basic needs. As needs are met, employees are more motivated to provision their needs. As a result, the principles would increase organizational performance as the framework empowers workers to perform optimally when needs are met. Applying the approach to my organization would employ policy reforms that support inclusion and participatory roles.
Case Study
Change management has been acknowledged as an intrinsic feature of modern organizational frameworks. Kurt Lewin incepted the theorization of change management as an integrated modification of social interactions, balancing change and outcomes of organizational activities (Lehmann, 2017). As such, his approach was termed field theory, as Lewin argued the importance of prioritizing group dynamics to ensure success in adapting to change. The characteristics of the group determine the preparedness for holistic flexibility of an organization to change. The organization gains adaptive capacity while enhancing institutional resilience and consistency within different situations or conditions.
New connotations of the concept of group dynamics have been demonstrated, adding to the discourse presented by Lewin. Thus, Stacey’s theory of organizational management frameworks related to Lewin’s ideologies as he argued that organizations should incorporate responsive interactions (Lehman, 2017). He highlights the limitations that exist when employees require constant guidance while exhibiting delays. The theory proposes an organizational framework that allows employees freedom of task completion requiring minimal supervision. Lehman (2017) discussed that the idea builds team dynamics founded on trust allowing independence of action but directed to support the holistic performance of the group. Although from different eras, Lewin and Stacey proposed that change management will enable organizational flexibility to vary environments in the dynamic character of the economy as influenced by technological advancements and globalization.
Conclusively, the research presented relevant insight into the importance of employee involvement in the case study. Subsequently, Bolman and Deal (2017) supported the ideology that satisfied and appreciated employees were the key to organizational success. He epitomized the workforce as a valuable asset to an organization, ensuring the completion of tasks and achieving targets. Managing the group is the most vital objective in leadership and managerial roles that enhances their optimal performance. Thus, they must present strategies or policies that prepare the organization for changes. Lehman (2017) stipulates that for Denmark, the preceded strategy development allowed the elimination of uncertainty, offering a straightforward guide.
Denmark expressed such change management application in its emergency organization, establishing a functional system. The restructuring enabled a merger of various organizations as a political transition to meeting their mandates (Lehman, 2017). The merger of more than 87 municipality-based organizations presented a significant demand for applying appropriate frameworks to support political change. Under this circumstance, the political prompt instigated Lehman’s case analysis to ascertain best practices for change preparedness. To achieve the goal, the emergency organization strategy was a two-day workshop program as a platform that allowed employees or affected stakeholders to express their challenges through dialogue mechanisms. The mechanism informed the participant of the objective and hypothesis of the merging of the organization giving a clear idea of intentions. In addition, the study conducted a device-based interaction to establish a vote of confidence for the change. Concurrently, the mechanism was insightful, using technology to influence openness (Lehman, 2017). Thus, the approach was conscious of supporting a neutral environment that allowed participants freedom and willingness to articulate themselves.
Consequently, the case study expanded the dialogue from individual to group discussion. In groups, they discussed the results, offering insight into the prioritization factors and underlying elements that may have been overlooked. Consequently, Bolman and Deal (2017) presented human resource management concepts that support the monitoring of interactions offering the most appropriate conditions. However, the critical completion of the case had the potential to optimize participation. The process may have benefitted by allowing involvement in the strategic management team, which used the information gained from the workshops. Therefore, participation in the design of the final mechanism may have increased the ownership of the change.
References
Fisher, E. A. (2009). Motivation and Leadership in Social Work Management: A Review of Theories and Related Studies. Administration in Social Work, 33(4), 347–367. Web.
Haveman, H. A., & Wetts, R. (2018). Organizational theory: From classical sociology to the 1970s. Sociology Compass, 13(3), e12627. Web.
Haveman, H. A., & Wetts, R. (2019). Contemporary organizational theory: The demographic, relational, and cultural perspectives. Sociology Compass, 13(3), e12664. Web.
Lehmann, S. (2017). Bridging Strategies and Action: Towards a Method for Change Management in Danish Emergency Management Organizations. Journal of Change Management, 17(2), 138–154. Web.
Worth, M. J. (2021). Theories of the nonprofit sector and nonprofit organizations. In Nonprofit Management: Principle and Practice (6th ed.). Sage Publishers. Web.