Overreliance on structural assumptions and a narrow emphasis on rationality can lead to an irrational neglect of human, political and cultural| |variables crucial to effective action
By: Prateek Regmi
Introduction
Since the industrial era scientists had developed four frames (structural, human resource, political and symbolic) for organisations to perform well to meet goals effectively. Structural frame (organization as machine) mainly focuses on rational processes, flows of information, rules and roles, division of labour, hierarchy, bureaucracy, goals, policies, technology and environment. Assumptions like organizations run on stable environments, precision, efficiency and predictability are keys to the structural frame but has the limitations like difficulty in adapting quick change, dehumanizing efficiency, and lack of cultural touch can shadow other frames. (Bolman & Deal 2008)
Human resource frame (organization as family) mainly focuses on individual's needs and skills, motivation of the workforce, relationship, personal and interpersonal goals and communication.
The efective workplace culture framework enables trigers that can be perceived colectively and
colaboratively to be identifed and atended to by faciltators of change and clinical leaders,
although the trigers may vary, lok diferent in diferent setings and be aparent at diferent
understanding of the impact of human interests as described by Habermas (1974), who proposes
that diferent kinds of knowledge are shaped by and interwoven with diferent human interests. For
these reasons, the asumptions of a researcher who is working colaboratively with others, neds to
be made explicit: to ensure the researcher is aware of them for the purpose of critque; and to alow
the reader to judge how these asumptions may have influenced the research proces, as endorsed
below:
'Paradigm isues are crucial; no inquirer, we maintain, ought to go about their busines
of inquiry without being...