Modern Symbolic Interpretive And Postmodern Perspectives Commerce Essay

Modern Symbolic Interpretive And Postmodern Perspectives mer burn downtilism EssayIn what ways does the use of a multiple scene approach assist us in achieving a more comprehensive examineing of complex geological formational phenomena?Discuss with specific reference to modern, symbolic- catchive and postmodern lieus and how from apiece one perspective provides divergent ways to think ab reveal validational phenomena (e.g. memorial tabletal structure, physical structure, close and/or power within administrations).An system of rules exit usu completelyy develop off as a sm on the whole operating business with a few staff pissing towards the same goal and perhaps sh ar the same enliven. What draws them together in the first place was the uncouthality of chase or purpose. As a small operation organisation, it allows staff to decease to each other more frequently as it lacks the complexity of a big operation organisation. Which will also means that they will hunt t owards the common goal as it has a higher degree of pf centralization of authority. When the company become more successful over time, they will put out and need more staff. When they recruit, these new staffs argon from all walks of life with different demographic. These newly joined employees skill not share the common interest or understand the goal. This office lead to crisis as at that place might be in-fighting among the various de furcatements within the organisation, profit may fall and the sign spirit of the organisation will disappear when the founder or open up separate of staff leave. As such, a mechanism, cultural is required to quarter the staff towards a common path.Culture exists in all organisations raze though some may be fragmented or problematical for outsider to see. Culture is the values, norms, beliefs and assumption embraced by the employees. Culture is important because it pervades and influences all activities in an organisation. Culture is somet hing that is shared among the employees. It embedded in the employee, affecting all that they do or think. This provides them with a common viewpoint and binds them together as a group. (Howard W. Oden, 1999) Schein believes that the core of basic assumption will give population its values and behaviour norms who will in turn make choices radical on it and eventually coming up with artifacts. The following diagram creation on Scheins directs of Organisation aim will explain more (Mary Jo Hatch, 2006)Level 1ArtifactsVisible Organisational Features (Eg Company names, uniform or brand images)Level 2ValuesNon-visible facets of organisational gloss (Norms and beliefs)Level 3Basic surmisal (Core)Largely unconscious and tacit frames that shape values and artifacts formed by and out of particular social relationships. (Truth or what they believe is trustworthyity)Figure 1 Scheins three levels of cultureSub-culture within organisation are estimable as important as it allows the emp loyees to identify themselve as a distinct group within the organisation. The sub-culture will be formed base on the organisation core culture and value. This enable them to move towards the same direction and eat a better understanding of their task within the organisation.Modernism perspective mentions that organisations are objectively real entities operating in a real world. They are salutary-designed and managed system of decision and action driven by norms of rationality, efficiently, and forcefulness for stated purpose (Hatch and Cunliffe 2006). Modernist believes that cultures are real and they help to shape an identity of the company. Modernist believes in using proven theory. With a toughened culture, the company nominate achieve a better result by improving organisation efficiency and effectiveness therefore achieving better result. However, a culture might also constrain the company progression. A Japanese company culture believes in respecting the seniority. As s uch, staffs are evaluated base on their year of gain in the company over their consummations. This does not encourage staff to work hard, which will in turn affect the efficiency of the organisation.Using Botak Jones, a western food outlet as example. It has its own cultures. The employees will take for granted uniform which is casual, jeans with the company t-shirt. Its slogan Damn good food at a damn good price might seems offensive in the context of Singapore culture, save its actually a very common way of speech amid the westerners.Studies and research had been conducted to as plastered the link between strong culture and high performance within an organisation. American investigators jakes Kotter, James Hestter and Dan Denison adopted a quantitative modernist approach by conducted a survey with 200 corporations to investigate of cultural potency on organisational performance (Hatch and Cunliffe 2006). The result was there is a positive correlation between the strength of corporate culture and organisation performance. They also realise that by aline these with the changing environs, it allows them to react faster to the changes. As such, modernist believes that if we can understand organisation culture, management can use that intimacy to achieve certain government issue such as improving efficiency and effectiveness.Symbolic Interpretive researcher believes that cultures are real but they focus in find out the meaning behind the culture alternatively. They believe that the organisation is like a theatre and the employees each have a role to play go the world is the stage. The employees role not only performs to external customer, but internally as well. A company success will base on how well the employee understands its role and how good they play it.Other than physical lug, there are also additional criteria required from the employee which was defined as turned on(p) labours by Hochschild. This requires the employees to revoke his/her feeling to portray certain image or expectation for others. The similarity between the emotional labour and physical labour is that the employee might become alienated from an aspect of themselves either a part of the body or the margins of the soul that is use for the work.Using Singapore close in as an example, the employees do not luff their feelings as it is inappropriate for the business. They cannot grimace or laugh despite how happy they are feeling. They could only show a solemn face when facing customer. On the other hand, gloriole stewardess can only show a friendly and at rest image. They are supposed to make customer feel welcome. They cannot throw their anneal or show unhappiness during the course of work no case how demanding or unreasonable the customer is. And for both cases, the employees will have to suppress its feeling, making them the emotional labour for its organisation.To understand more about the organisation, researcher will participate in the orga nisation themselves (eg work in the organisation) instead of just doing survey. Alternatively, they can conduct observations or in depth interview. This enables them to understand the culture better and to understand the jargons or symbols used by them. The manner of thick description Geertz advocated is a form of ethnography which shows how cultural members interpret the symbols and its context. (Mary Jo Hatch, 2006) This helps to understand the culture better as the culture from one organisation will not mean the same at another organisation. By understanding the culture meaning, they are able to intercommunicate with others more efficaciously as they know that each of them are just fulfilling their roles and it is nothing personnel. This knowledge also enable the organisation to better plan its training for each role player as well as better obligate over them.As the study of modernist culture provides knowledge that is already translated into prescriptions for management, th ey are restricted by the objective of the study dimension which is defined by the researcher (Hatch and Cunliffe 2006). As such, symbolic interpretative researcher has a arrive at over the modernist researchers as they enter cultural territory and is able to occupy better.Postmodernist are sceptical and challenges the idea that organisation have a culture. They think that culture are unreal, its a dream, an illusion and fixd in the intellect of the employees. Post modernist feel that the cultures are created by people so that they can exert power over others. This is use as a animate being to contest power or power struggle. This is like a muck opera whereby there are no fixed rules but aeonian changes in the organisation. They do not focus on culture but the way power and control is exerted thru narrative.When a new management took over, they will change the vision statement or goals or set certain rules or regulation. This is to exhibit their powers and to marginalise other voices. This changes does not necessary communicate ideas, train them or even increases effectiveness or efficiency. These changes are just to find out who its supporters are and who isnt. This allows the management to identify power struggles, fragmentation, points of derangement and dissatisfaction within the organisation. This also helps to marginalised employees and uncover multiple and competing interpretations.IBM for instances, had a very strong culture however it isnt just one aspect of the game it is the game. In the end, the organization is nothing more than the collective capacity of its people to create value. (Louis V. Gerstner, Jr, 2002) This culture prevents the organisation from processing and keeping up with the current environment situation. Through deconstruction, changes were made and new cultures were introduced. This make IBM returned from near-collapse to market leaders.Tradition organisation values will be challenged by postmodern values if they are influen ces by economic, social and political values of todays workforce (Green, 2007)Though there are 3 different perspectives that organisations can use to understand the culture, each perspective varies from another. There is no specific perspective that is more useful than the other. It will need to depend on the organisations situation as well as the external environment to decide which perspective will be more appropriate.