Organizations Working Like Machines

Recently, we were asked about whether or not the idea of bureaucracy or organizations as machines is a valid and worthwhile metaphor for our organizations, and personally, I think that the machine metaphor is a good description not just of bureaucracy in general but the bureaucracy that I see in my day-to-day life at my organization. 

The idea of interchangeable parts, where one cog can be replaced effortlessly with another of the same type, where as Morgan states on page 29 "defining work responsibilities in a clear cut manner" can be a positive thing, can be beneficial to organizations. A large majority of my organizations front line workers are introduced to the workforce through the jobs we give them, and having clear lines of authority, clear cut understanding of responsibilities, and a chance to feel comfortable within the limits they are given, is a positive benefit of their first job to them.

I also found it interesting that Morgan states on page 31 that "employees lose opportunities for person growth, often spending many hours a day on work they neither value nor enjoy." There are workers who come to our organization and quickly burn out by the rote, repetitive nature of the tasks we assign our front line worker, but for the most part this is embraced by the staff and a self-selection occurs within the front line cohort. Those that enjoy the routine blossom, those who don't find other roles. We also offer opportunities for these workers to be promoted into other areas and grow their careers through established career paths that have similar well-laid, somewhat limiting tracks attached to them. However, as these workers become supervisors and managers then the shackles come off to a great degree.

As Morgan states on page 28, these types of bureaucracies "are not designed for innovation." It has only been lately, with a new leadership team, that our organization has embraced innovation and it is easy to see where the old style of training and development of workers squashed the type of innovative thought that was needed to stay current and relevant within our industry. There is still a need for treating our processes like a machine for most of our staff, but allowing a change to occur, and allowing the maturity and growth of the worker to mandate and guide their own development out of the machine-like bureaucracy.

References

Morgan, G. (2006). Images of Organization (Updated Edition). Thousand Oaks, CA: Sage Publications.