Organizational Theory on Apple Inc.
Organizational Theory on APPLE INC.
1.Introduction
Power is a measurement of an actor’s ability to influence the behavior, thoughts or activities of another actor (eds Ott, Parkes & Simpson 2008). Authority, power that is legitimized by the legal and cultural foundations on which an organization is based, is the ultimate source of power in a organization (Gareth R. Jones 2001). Whenever there is a use of authoritative control it creates resistance and obedience. In this essay, power and the limit of power (obedience and resistance) will be analyzed from both modernist and critical perspectives. The focus of this analysis will be on major theories of both perspectives and the importance or limitation of ideas. Similarities and differences of both perspectives will be discussed. It is important to see from both perspectives to give much complete understanding of an organization.
2.Modernist’s view on power and authority
Modernist perspective takes powers as authority, knowledge and ability to protect others from uncertainty. Individual or group who has power or authority has the right to control productivity by monitoring the performance of subordinates and managing scarce resources (Hatch and Cunliffe 2006). Power is relational and it does not exist in individuals, groups or organizations instead it is always exercised based on context of relationships between actors at any individual, group or organization level (Hatch and Cunliffe 2006). The core purpose of modernist theory desires organizations to set up clear hierarchy structure and authority so that they could operate effectively and efficiently (McAuley et al. 2007).
2.1Thoeries developed by modernist
2.1.1Strategic Contingencies Theory
Strategic contingencies theory state that power can also be obtained from the ability to provide the organization needs through protecting and managing organization effectively (Hatch and Cunliffe 2006). Exercise of formal authority may work of only
1.Introduction
Power is a measurement of an actor’s ability to influence the behavior, thoughts or activities of another actor (eds Ott, Parkes & Simpson 2008). Authority, power that is legitimized by the legal and cultural foundations on which an organization is based, is the ultimate source of power in a organization (Gareth R. Jones 2001). Whenever there is a use of authoritative control it creates resistance and obedience. In this essay, power and the limit of power (obedience and resistance) will be analyzed from both modernist and critical perspectives. The focus of this analysis will be on major theories of both perspectives and the importance or limitation of ideas. Similarities and differences of both perspectives will be discussed. It is important to see from both perspectives to give much complete understanding of an organization.
2.Modernist’s view on power and authority
Modernist perspective takes powers as authority, knowledge and ability to protect others from uncertainty. Individual or group who has power or authority has the right to control productivity by monitoring the performance of subordinates and managing scarce resources (Hatch and Cunliffe 2006). Power is relational and it does not exist in individuals, groups or organizations instead it is always exercised based on context of relationships between actors at any individual, group or organization level (Hatch and Cunliffe 2006). The core purpose of modernist theory desires organizations to set up clear hierarchy structure and authority so that they could operate effectively and efficiently (McAuley et al. 2007).
2.1Thoeries developed by modernist
2.1.1Strategic Contingencies Theory
Strategic contingencies theory state that power can also be obtained from the ability to provide the organization needs through protecting and managing organization effectively (Hatch and Cunliffe 2006). Exercise of formal authority may work of only