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In today's organizational world, there are other pressures besides those mentioned by Argyris in the previous two pages of this paper. But the pressures are to some extent created and continued due to the necessary subordination to authority and to the chain of command that Argyris has pointed to. Budget pressures experienced in the organization "tend to unite the employees against management," according to author John B. Miner (Miner, 2005, p. 307). The tension from budgetary pressures puts the factory supervisor under certain strains, which can lead to what Miner refers to as "…inefficiency, aggression, and perhaps a complete breakdown on the part of the supervisor" (307).
Beyond that, the finance staff in the organization finds feelings "of success" when they find fault with the employees down in the factory; and when the top management uses the strained budgets as "needlers" the factory supervisors view only the narrow problems in their own department -- not in the entire organization. In his book Miner references Argyris' theory that the healthy adult personality becomes frustrated with a formal organization when there is an "incongruent" relationship between management goals and what individuals really need in terms of feeling good about themselves.
In truth, Miner writes (308), when there is incongruency, healthy employees are apt to become "passive, dependent, and submissive over time." They become this way because Miner believes employees are generally "more mature than the organization assumes they are" and they dislike moving "downward in the organization" (308). Moreover, the frustrated employee may: a) leave the organization ("only to face the same problems elsewhere"); b) or he may "attempt to move to high levels in the organization" (albeit there are a precious few of those opportunities); or c) he may adapt by "…resorting to emotional defense mechanisms" like "escape from reality and psychosomatic illness"; or d) he may simply become "apathetic and uninvolved" (Minor, 308).
As an example of how to avoid the frustrations and emotional problems that employees may experience with the kinds of organizational structures that have been discussed in this report, an article in the Journal of Business Ethics points...
Individual ethics (IE) and organizational ethics (OE) need to be practiced in the organization, and the best leaders to do that are "younger managers" (who are more influenced by OE than older managers are) (Elango, et al., 2010, p. 543). The "underlying importance" of ethics and values is the fact that they lead to "…certain behaviors, which may…conform to the ethical standards of the corporation" (Elango, 545).
Another way to help an organization keep the individuals in the company positive and involved is by creating strategic entrepreneurships within the company. Entrepreneurships give incentives and challenges to employees to start new approaches to production and marketing. Applying creative challenges to employees helps to motivate them and keep them from falling into cynicism and frustration, according to an article in the Academy of Management Perspectives.
In conclusion, Argyris is correct in his viewpoint that more study needs to be done regarding the formal structure (especially when the chain of command is locked in as a hard and fast rule of power) and how the individual's personality can become negative when the individual's talent and skill is not fully utilized. But there are solutions to this structural problem within organizations, and they involve ethics, values, and the possibilities available to the motivated employee through entrepreneurships within the company's mission and goals.
Works Cited
Argyris, Chris. The Individual and the Organization (Chapter 2)
Elango, B., Paul, Karen, Kundu, Sumit K., and Paudel, Shishir K. (2010). Organizational
Ethics, Individual Ethics, and Ethical Intentions in International Decision-Making. Journal of Business Ethics, 97(4), 543-561.
Hitt, Michael A., Ireland, Duane R., Sirmon, David G., and Trahms, Cheryl A. (2011).
Strategic Entrepreneurship: Creating Value for Individuals, Organizations, and Society.
Academy of Management Perspectives, 25(2), 57-75.
Minor, John B. (2005). Organizational Behavior 2: Essential Theories of Process and Structure,
Volume 2.…
Works Cited
Argyris, Chris. The Individual and the Organization (Chapter 2)
Elango, B., Paul, Karen, Kundu, Sumit K., and Paudel, Shishir K. (2010). Organizational
Ethics, Individual Ethics, and Ethical Intentions in International Decision-Making. Journal of Business Ethics, 97(4), 543-561.
Hitt, Michael A., Ireland, Duane R., Sirmon, David G., and Trahms, Cheryl A. (2011).
Since the increased presence of a part-time workforce and the emergence of contingent workers are two of the most common, nonstandard work statuses evidenced in recent U.S. history, their development is worthy of considerable attention" (emphasis added) (p. 16). White-collar contingent workers, and the human resource departments responsible for their administration, though, are both confronted with some motivational factors that may not be shared by their traditional counterparts, particularly those
The larger social implications of successful human resources development practices and perspectives have not been lost on researchers in the area, either. Altering human resource management practices to better address labor issues faced by non-management employees both within the organization and in their lives at large creates both a more satisfied and a more productive workforce and can also lead to reduced levels of underemployment and improve the general quality
The ability to transform an organization to the next level, through specific leadership techniques, and to have the vision to carry out the task, is called transformational leadership. Transformational leaders influence by becoming the teacher, mentor and/or coach -- or a combination, rather than a hierarchical tyrant. Key is the empowering of others to achieve and surpass their own goals. Communication is the basis for this theoretical model -- the
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Function #1: Mitigation At this stage, gradual and long-term steps are taken to ensure that disasters do not occur, or that, when they do, they cause minimal damage. Actions at this stage include the identification of hazards, the research of the causes which generate the disaster, the creation of means in which to modify the causes of the disasters, the development of means which reduce the community's vulnerability to the disaster,
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