In a new organisation, the organisation itself is trying to find its feet, adjust and respond to situations that keep changing or situations that it is only becoming aware of. Therefore, just like employees, the organisation too goes through Immature-Mature phase.
The growth of organistaion is similar to growth of individuals and their needs. Starting from 'Break-Even Point' and getting the first profit which is similar to the physiological needs, it goes through phases of establishing itself in the market, gains market share, gains loyalty of consumers and tries to make its products better. These correspond to various steps in Maslow's hierarchy of needs.
As the organisation grows, it faces immense challenges and it has a small workforce. Therefore, there is not just division of work, but also division of responsibilities. This leads to participative management, decision making that involves all workers, bottom to top communication and all this means decisions and orders are outcomes of exigencies, not command from an authority. This also follows McGregor's Theory Y where individuals can contribute their creativity, intelligence to solve problems, utilise their potential and seek responsibility and also addresses the concerns raised by Mary Parker Follett about decision making, control, power and authority in an organisation.
But once the organisation has established itself, due to shareholders' interests it goes back to basic physiological need of profit. This might happen even at an earlier stange. Therefore, there is a distortion of growth and self-actualisation of organisation.
This applies for private organisations and in gorvernment organisations too. Once the tradition is set, it stays there. Whether private or government organisations, their paths diverge from that of individuals. This creates a conflict of interest. This is what happens when organisations have consolidated their working. The goals become mere words as they lose their meaning or the intention of framing the words (the spirit) is lost, enthusiasm wanes, complacency creeps in- all due to lack of participation and responsibility.
This might also happen with new government programmes, legislations, orders etc. Here, during the initial phase of these systems, it could be the initial shock, surprise and destabilisation along with optimism that spurs on the system. But complacency, external pressure in the form of protest by affected individuals, corruption, resistance etc can retard it and make it ineffective gradually.
Therefore, we might never reach a stable society. We might have to go through the process of initiation, growth and decay continuously. We might have to continuously reinvent our institutions, redefine our freedom and our world. We might be in a continuous state of flux, always changing and the purpose of change is not stability but merely prevent us from losing sight of our purpose, our rights, freedoms and the meaning of everything that we hold dear.
The growth of organistaion is similar to growth of individuals and their needs. Starting from 'Break-Even Point' and getting the first profit which is similar to the physiological needs, it goes through phases of establishing itself in the market, gains market share, gains loyalty of consumers and tries to make its products better. These correspond to various steps in Maslow's hierarchy of needs.
As the organisation grows, it faces immense challenges and it has a small workforce. Therefore, there is not just division of work, but also division of responsibilities. This leads to participative management, decision making that involves all workers, bottom to top communication and all this means decisions and orders are outcomes of exigencies, not command from an authority. This also follows McGregor's Theory Y where individuals can contribute their creativity, intelligence to solve problems, utilise their potential and seek responsibility and also addresses the concerns raised by Mary Parker Follett about decision making, control, power and authority in an organisation.
But once the organisation has established itself, due to shareholders' interests it goes back to basic physiological need of profit. This might happen even at an earlier stange. Therefore, there is a distortion of growth and self-actualisation of organisation.
This applies for private organisations and in gorvernment organisations too. Once the tradition is set, it stays there. Whether private or government organisations, their paths diverge from that of individuals. This creates a conflict of interest. This is what happens when organisations have consolidated their working. The goals become mere words as they lose their meaning or the intention of framing the words (the spirit) is lost, enthusiasm wanes, complacency creeps in- all due to lack of participation and responsibility.
This might also happen with new government programmes, legislations, orders etc. Here, during the initial phase of these systems, it could be the initial shock, surprise and destabilisation along with optimism that spurs on the system. But complacency, external pressure in the form of protest by affected individuals, corruption, resistance etc can retard it and make it ineffective gradually.
Therefore, we might never reach a stable society. We might have to go through the process of initiation, growth and decay continuously. We might have to continuously reinvent our institutions, redefine our freedom and our world. We might be in a continuous state of flux, always changing and the purpose of change is not stability but merely prevent us from losing sight of our purpose, our rights, freedoms and the meaning of everything that we hold dear.
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