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New ideas and theories of organizations seldom make earlier theories irrelevant. Instead new theories are a interpretation of older ideas in current conditions serving to enlarge the conceptual landscape. (Morgan 1997) Discuss this comment using the theory of Bureaucracy, Scientific management, the Human Realations perspective, the contingency theory and Open Innovation model.
In 1997, Gareth Morgan in his book “Images of organization” said that in the new paradigms, whatever new theories and ideas relating to organizations are put forward doesn’t means that the older ideas and theories have become obsolete. These new ideas and theories f organizations and management are in fact reinterpretation of older ideas in prevailing circumstances.
In order to have a discuss this view of Gareth Morgan, one needs to understand what were the historical theories of management/organizations and what new theories came forward and whether they are interlinked to each other in one or other way. In broad classification, under noted theories are considered as historical/older theories of organizations.
The theory of Bureaucracy
Scientific Management
The Human Relations perspective theory
The following theories are considered to be the emerging concepts of modern era.
Contingency theory
Open Innovation Model
These theories after there introduction remained effective in different eras and still some of there traits are used by different organizations. To determine the effectiveness and usefulness of these different perspectives, it’s important to understand the salient features or theoretical framework of each theory as described by various authors. Some of the essential characteristics of these historical and modern day ideas are discussed herein.
THE THEORY OF BUREAUCRACY
This theory was put forward by German Sociologist and economist Max Weber (1864-1920). Max Weber was of the view that the most efficient and
In 1997, Gareth Morgan in his book “Images of organization” said that in the new paradigms, whatever new theories and ideas relating to organizations are put forward doesn’t means that the older ideas and theories have become obsolete. These new ideas and theories f organizations and management are in fact reinterpretation of older ideas in prevailing circumstances.
In order to have a discuss this view of Gareth Morgan, one needs to understand what were the historical theories of management/organizations and what new theories came forward and whether they are interlinked to each other in one or other way. In broad classification, under noted theories are considered as historical/older theories of organizations.
The theory of Bureaucracy
Scientific Management
The Human Relations perspective theory
The following theories are considered to be the emerging concepts of modern era.
Contingency theory
Open Innovation Model
These theories after there introduction remained effective in different eras and still some of there traits are used by different organizations. To determine the effectiveness and usefulness of these different perspectives, it’s important to understand the salient features or theoretical framework of each theory as described by various authors. Some of the essential characteristics of these historical and modern day ideas are discussed herein.
THE THEORY OF BUREAUCRACY
This theory was put forward by German Sociologist and economist Max Weber (1864-1920). Max Weber was of the view that the most efficient and
References: 2. Jump up^ "100%Open". 2010. 3. ^ Jump up to:a b Chesbrough, Henry William (2003). "The era of open innovation". MIT Sloan Management Review 44 (3): 35–41. 4. ^ Jump up to:a b West, J.; Gallagher, S. (2006). "Challenges of open innovation: The paradox of firm investment in open-source software". R and D Management 36 (3): 319.doi:10.1111/j.1467-9310.2006.00436.x. edit 5 6. Jump up^ Chesbrough, Henry; Eichenholz, Jason (January 2013). "Open Innovation in Photonics". SPIE Professional 8: 24–25. doi:10.1117/2.4201301.15. Retrieved 21 February 2013. 7. Jump up^ Pearce, J. M. (2012). "The case for open source appropriate technology". Environment, Development and Sustainability 14 (3): 425–431. doi:10.1007/s10668-012-9337-9. edit 8 9. Jump up^ Carr, Nicholas G. (29 May 2007). "The Ignorance of Crowds". Strategy+Business (47). West, J.; Gallagher, S. (2006). "Challenges of open innovation: The paradox of firm investment in open-source software". R and D Management 36 (3): 319. doi:10.1111/j.1467-9310.2006.00436.x. edit Chesbrough, H.; Vanhaverbeke, W.; West, J., eds Penin, Julien; Hussler, Caroline; Burger-Helmchen, Thierry (2011). "New shapes and new stakes: a portrait of open innovation as a promising phenomenon". Journal of Innovation Economics (7): 11–29. Vemuri, V. K.; Bertone, V. (2004). "Will the Open Source Movement Survive a Litigious Society?". Electronic Markets 14 (2): 114.doi:10.1080/10196780410001675068. edit Zhao, L.; Deek, F Schutte, Corne; Marais, Stephan (2010). The Development of Open Innovation Models to Assist the Innovation Process. University of Stellenbosch, South Africa. Lawrence, P., and Lorsch, J., "Differentiation and Integration in Complex Organizations" Administrative Science Quarterly 12, (1967), 1-30.