Case Study Analysis on Morgan Analysis

Metaphors are words or expressions used to describe actions or entities to compare them. In business, metaphors can help convey a point and enhance communication by successfully conveying a message for others to comprehend. Gareth Morgan developed organizational metaphors to help investigate, practice, and organizational reform (Morgan, 1986). The two articles I chose are “Organization development in Guatemala: Rapid engagement with long term impact” and “The role of organizational development to improve the Jordanian universities effectiveness.” The two case studies focusing on organizational development (OD) approaches to achieve change in firms show how metaphors can integrate abstract ideas and help determine organizational difficulties. The first focuses on a non-profit organization in Guatemala, which had achieved some achievements but did not grow as it was expected (White, & Maddox, 2012). On the other hand, the second article is based on OD approaches in Jordanian universities to determine their OD strength and implement new programs and provide answers to identified implementation issues (Abu-Hamour et al., 2012). Both studies allowed new organizational objectives and approaches to improve an organizational impact https://penstrokeswriters.com/?p=315&preview=true.

Business Problems and Metaphors

In the second article, metaphors describe current organizational goals, functions, problems, and conflicts. Organizational functions are characterized in terms of “machine views” of organizations, but organizational objectives are described in terms of a hybrid of machine and “information processor” structure (Morgan, 1986). Conflicts and challenges that obstruct targets are primarily caused by external environmental parameters, consistent with the “organismic perspective” and the “institutions as cultures” paradigm regarding how university personnel approach issues. The OD issues, in this case, were caused by a misalignment of organizational goals rather than personnel goals. The institutions had successful programs based on mechanistic measures, but they missed employee buy-in for complete execution (Jamil, 2012). The universities criticized Morgan’s machine view, as it emphasized more on efficiency and neglected employees.

Similarly, the non-profit case is explained mainly in organismic phrases with a significant focus on vision and growth. The symbolic use of inadequacies tends toward the mechanical interpretation, including system and procedures. The issues at the institution originated from leadership shortcomings in terms of assignment and communication, which resulted in a lack of protocol and formality where it was needed (White & Maddox, 2012). It ran into an organismic model restriction in that it could not effectively link to and engage with the sociological phenomenon necessary for optimal function.

Critical Issues

The case of Jordanian Universities is coupled with several critical issues ranging from administrative, social, legal, political, and physical impediments. The administrative problem demonstrates a gap between organizational and workforce goals due to insufficient employee participation. Jordanian Universities express a social issue with their resistance to change. The political issue allows the employees to bring external forces in implementing the proposed change. Physical and legal problems are real, but their effect is mainly due to people in the business who are not seeking remedies. In the non-profit institution case, it was so centralized rather than focused on task delegation (White & Maddox, 2012). The organization needs to network and partner with others while reviewing their goals and making them transparent. With clarity of goals will create a promising avenue for task delegation.

Proposed Solutions

After determining that key study metrics suggest strong backing for an effectual OD program, the Jordanian Universities case tries to address the perceived disparity across program metrics and execution. The article proposes the need for good authority delegation, the development of regulations and rules, good social relationships among the workforce, and better resource allocation (Jamil, 2012). Even though metaphorical explanations were used to recognize the differences between management and workers regarding these projects, the article takes a primarily mechanical approach to the remedies. To address the issues of the non-profit organization, it went through a week-long intervention that aimed at providing a framework for its growth and efficiency. The entire process involved identifying problems, best practices, organizational needs, solutions, objectives, implementation plan, and task delegation (White & Maddox, 2012). The recommended changes and interventions brought tremendous results as was intended.

Additional Recommendations

The Jordanian universities’ proposals should emphasize organizational change management, particularly in terms of personnel acceptability. Leading Change by John Kotter is a perfect model to use in this case. For formulating and delivering change, Kotter offers an eight-step method. According to the facts in the article, the University administration tried to compel changes or OD programs centered on management objectives without considering how those objectives would be accepted. According to the Kotter model, leadership must take several steps back and create “leading coalitions,” formulate and convey clear corporate goals, and enlist the help of lower-level management and workers (Hackman, 2017). A specialized communication focus is critical, and junior leadership and management must be given the power to set their objectives in favor of the more significant organization’s objectives. Employees must be aware of the consequences of execution to give their backing. Lack of engaging the organization and frequent communication will ensure that change initiatives will remain sabotaged.

In the case study of non-profit intervention, the findings in the article point to a highly successful intervention. More targeted efforts on collaborations for assistance within Guatemala, on the other hand, may yield more achievements. According to the article, the paradigm for effort advancement is often not related to direct advancement within a business but rather to cooperation with other similarly minded businesses (White & Maddox, 2012). To maximize early advantages, a non-profit could explore direct collaboration with other institutions doing or attempting to work in the same field, increasing efforts without requiring organizational growth. Over and above, increased finance and volunteerism could greatly amplify the significance of the endeavor field.

Benefits of Metaphor

When it comes to a business, metaphor is a helpful tool for grasping conceptual topics and detecting flaws. As seen in the scenarios above, transitioning from one metaphorical paradigm to another can often reveal a path of action for resolving problems, particularly in organizational development and change governance. Metaphor is widespread and can be abused in some circumstances; yet, it is likely the most potent literary device available for understanding complicated organizational activities, as some operations are too hard to define or completely appreciate without a metaphorical reference point. Metaphor has earned its applicability legitimately, and it will remain to influence organizational functionality conversations for as long as there are organizations to analyze.

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