Gareth Morgan in Images of Organizations (1998) argues that theories of organization and management are based on implicit metaphors which play a paradoxical role: they are essential in helping our understanding of certain aspects of the organization while they hinder comprehension by occluding or disguising other aspects in the organization. Morgan exemplifies his views by exploring eight archetypical metaphors of organizations: machines, organisms, brains, cultures, political systems, psychic prisons, flux and transformation and instruments of domination.
As part of this assignment you will introduce the analysis and application of Morgan’s metaphors to 2 different human service organizations of your choice. These may be organizations you work for or case studies of your own research. As with the previous assignments, this is not meant to be an auto biographical account of your views of a given organization, but an academic analysis of theory applied to real-life cases. As part of your analysis, you will:
a) briefly describe the organization, its mission and purpose and a short history;
b) using the conceptual model presented in Morgan (2006) you will describe how the metaphor(s) apply to the organization’s overall functioning and assist you in diagnosing problems:
c) describe which other aspects are hindered in the organization by applying operating under the metaphor; d) explore alternative metaphors that could create new ways of thinking about the organization, and e) support or illustrate your points by using references extracted from the research literature.
Similarly, regardless recent changes in the meaning of the term governance, it is used with regard to past events, again as synonymous for rule/government: The idea that the military has a central and key role to play in terms of democratization and governance is not new. The U.S. military has experience in military governance in Cuba and the Philippines after the Spanish-American War, in Germany during World War I, in Latin America during the Banana Wars, in Germany and Japan and other territories during World War II. To meet the World War II’s requirements a Military Government Division was established on the Army Staff and a School for Military Government was created at the University of Virginia in 1942. Linkage of governance and military goes back in openly colonial times, as the roots are found in 1899, when the Bureau of Insular Affairs was created as America’s first colonial office, created to support the Army’s reconstruction and occupation duties in the Philippines, Cuba and Puerto Rico. THE U.S. MILITARY AFTER THE END OF COLD WAR Within this section the main characteristics of military doctrine, budget and procurement practice of the United States after the end of Cold War are outlined, and security gaps within peacekeeping missions noted by the Clinton administration. By contrast to substantial declines in defense budgets and arms trade worldwide, US military spending declined by only 17 percent between 1985 and 2001. Actually, the United States moved from spending only 80 percent as much as the (perceived) adversary group in 1985 to spending 250 percent as much in 2001. While the world changed rapidly and radically after 1990, America’s armed forces did not – apart from reducing in size. Between 1990 and 2001, the US armed forces bought 45 major surface combatants and submarines, more than 900 combat aircraft, and more than 2000 armored combat vehicles (while upgrading another 800). Defense Planning Guidance’ drafted in 1992 by Paul Wolfowitz, Under Secretary of Defense, proposed the following: With the demise of the Soviet Union, the US doctrine should be to assure that no new superpower emerges to challenge the USA’s benign domination of the globe. The US would defend its position by being military powerful beyon>GET ANSWER