Leadership
- Submitted by: combi
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- Date Submitted: 04/05/2014 01:05 AM
- Pages: 8
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Overview
The world today has never been as complex as it is currently. It can be both emotionally straining and mind blowing at the same time, for many of us. It seems that the world, and the organisation that we work in, are both complex and often times disharmonic, as we confront them on a daily basis (Huczynski, 1993). Many studies have been completed and worldviews presented to consider and understand the complexities of our surroundings and the environment that we face. A shared deduction among many business school academics and consultants seems to be that any organisational or business success would require the attention of management to be directed to the “soft” aspects, that of cultural and humanistic topics within an organization (Deal and Kennedy, 1982; Legge, 1995; Thackray, 1986)
Ardalan (2009, 2011) advocates that any worldview can be located into any one of the four broad categories of school of thoughts: functionalist, interpretive, radical humanist and radical structuralist. He further emphasised that in the era of globalization, it would do well for people to become open-minded. This is because different people from different backgrounds and cultures, would have different perspectives. Hence, the ideal way to be able to live together harmoniously is to learn about how the other person thinks.
Burrell & Morgan Sociology Paradigm
Burrell and Morgan (1979) use the term “paradigm” as a consideration of the ontology and epistemological nature of organizations within different paradigmatic opinions. It is also a consideration of the nature of humanity which each expresses (Collins, 1996). Thus, the model, or grid, that Burrell and Morgan have developed has attracted the most attention (White, 1983; Morgan 1990). Ultimately, it is to assist reflection on the meta-theoretical concerns. This grid offers a useful means for grouping and locating apparently diverse contributions to the field of change management....
The world today has never been as complex as it is currently. It can be both emotionally straining and mind blowing at the same time, for many of us. It seems that the world, and the organisation that we work in, are both complex and often times disharmonic, as we confront them on a daily basis (Huczynski, 1993). Many studies have been completed and worldviews presented to consider and understand the complexities of our surroundings and the environment that we face. A shared deduction among many business school academics and consultants seems to be that any organisational or business success would require the attention of management to be directed to the “soft” aspects, that of cultural and humanistic topics within an organization (Deal and Kennedy, 1982; Legge, 1995; Thackray, 1986)
Ardalan (2009, 2011) advocates that any worldview can be located into any one of the four broad categories of school of thoughts: functionalist, interpretive, radical humanist and radical structuralist. He further emphasised that in the era of globalization, it would do well for people to become open-minded. This is because different people from different backgrounds and cultures, would have different perspectives. Hence, the ideal way to be able to live together harmoniously is to learn about how the other person thinks.
Burrell & Morgan Sociology Paradigm
Burrell and Morgan (1979) use the term “paradigm” as a consideration of the ontology and epistemological nature of organizations within different paradigmatic opinions. It is also a consideration of the nature of humanity which each expresses (Collins, 1996). Thus, the model, or grid, that Burrell and Morgan have developed has attracted the most attention (White, 1983; Morgan 1990). Ultimately, it is to assist reflection on the meta-theoretical concerns. This grid offers a useful means for grouping and locating apparently diverse contributions to the field of change management....