Organizational epistemology

Participative knowing The participatory paradigm asserts that we cannot have any final or absolute experience of what there is.

Organizational epistemology

An organization provides a means of using individual strengths within a group to achieve more than can be accomplished by the aggregate efforts of group members working individually. Business organizations are formed to deliver goods or services to consumers in such a manner that they can realize a profit at the conclusion of the transaction.

Over the years, business analysts, economists, and academic researchers have pondered several theories that attempt to explain the dynamics of business organizations, including the ways in which they make decisions, distribute power and control, resolve conflict, and promote or resist organizational change.

As Jeffrey Pfeffer summarized in New Directions for Organization Theory, organizational theory studies provide "an interdisciplinary focus on a the effect of social organizations on the behavior and attitudes of individuals within them, b the effects of individual characteristics and action on organization, …c the performance, success, and survival of organizations, d the mutual effects of environments, including resource and task, political, and cultural environments Organizational epistemology organizations and vice versa, and e concerns with both the epistemology and methodology that undergird research on each of these topics.

Indeed, some researchers into organizational theory propound a blending of Organizational epistemology theories, arguing that an enterprise will embrace different organizational strategies in reaction to changes in its competitive circumstances, structural design, and experiences.

Of import during that period was the research of German sociologist Max Weber Weber believed that bureaucracies, staffed by bureaucrats, represented the ideal organizational form.

Organizational epistemology

Weber based his model bureaucracy on legal and absolute authority, logic, and order. Indeed, the work force, with its personal frailties and imperfections, was regarded as a potential detriment to the efficiency of any system. Another important contributor to organization theory in the early s was Henri Fayol.

He is credited with identifying strategic planning, staff recruitment, employee motivation, and employee guidance via policies and procedures as important management functions in creating and nourishing a successful organization. In a book entitled Principles of Scientific ManagementTaylor outlined his theories and eventually implemented them on American factory floors.

He is credited with helping to define the role of training, wage incentives, employee selection, and work standards in organizational performance. Researchers began to adopt a less mechanical view of organizations and to pay more attention to human influences in the s.

This development was motivated by several studies that shed light on the function of human fulfillment in organizations. The best known of these was probably the so-called Hawthorn Studies. These studies, conducted primarily under the direction of Harvard University researcher Elton Mayo, were conducted in the mids and s at a Western Electric Company plant known as the Hawthorn Works.

The company wanted to determine the degree to which working conditions affected output. Surprisingly, the studies failed to show any significant positive correlations between workplace conditions and productivity. In one study, for example, worker productivity escalated when lighting was increased, but it also increased when illumination was decreased.

The results of the studies demonstrated that innate forces of human behavior may have a greater influence on organizations than do mechanistic incentive systems. The legacy of the Hawthorn studies and other organizational research efforts of that period was an emphasis on the importance of individual and group interaction, humanistic management skills, and social relationships in the workplace.

The first was that people have different needs and therefore need to be motivated by different incentives to achieve organizational objectives. These assumptions led to the recognition, for example, that assembly-line workers could be more productive if more of their personal needs were met, whereas past theories suggested that monetary rewards were the sole, or primary, motivators.

Douglas McGregor contrasted the organization theory that emerged during the mids to previous views.heartoftexashop.com has been an NCCRS member since October The mission of heartoftexashop.com is to make education accessible to everyone, everywhere. Students can save on their education by taking the heartoftexashop.com online, self-paced courses and earn widely transferable college credit recommendations for a fraction of the cost of a traditional .

Descartes’ Epistemology This essay attempts to explain Descartes’ epistemology of his knowledge, his “Cogito, Ergo Sum” concept (found in the Meditations), and why he used it [the cogito concept] as a foundation when building his structure of knowledge.

organizational epistemology 3 the persistence of the epistemological debate over several centuries, and influenced its applicability to contemporary social problems. Knowledge is a familiarity, awareness, or understanding of someone or something, such as facts, information, descriptions, or skills, which is acquired through experience or education by perceiving, discovering, or learning..

Knowledge can refer to a theoretical or practical understanding of a subject. It can be implicit (as with practical skill or . ORGANIZATIONAL EPISTEMOLOGY 8. The Future of Epistemology in Organizational Leadership Epistemology has an important role to play in the development of human services organizations.

The concept of good governance that guides the effective management of such organizations articulates some of the productivity issues addressed by Drucker (). Expanding Your View. Up to now, your introduction to organizational communication has been fairly straightforward.

The definition of an “organization” presented in Chapter 1 "Introduction to Organizational Communication" emphasized aspects of the workplace that you probably expected—structure, goals, personnel, etc., and the definition of .

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