Case study: Management Introduction Metaphor is viewed as a valuable tool utilised byorganisations to offer clarity to complicated issues, through providing non-literal meaning in describing real life situations (Morgan, 2006). Morgan stated that metaphor offers a one- sided insight that describe organisations. Despite their biases and incomplete usage, metaphors create new aspects of perceiving things and offer opportunities for new theories. According to Morgan, there are 8 metaphoric images in organisations. They include; organism, machine, brain, political system, cultural system, instrument of domination, flux and transformation (Cited in Lawley, 2001). Case studies that utilise Morgan’s metaphors The Case of Chattanooga ice cream Company Chattanooga ice cream Company is one of the 3 main Companies incorporated in the Chattanooga Food Corporation.
The Company lost one of the major customers for no valid reasons. As a result, the general manager of the division called for a meeting to discuss the root cause of the problem and the credible solutions. However, conflicts took place in the meeting. The reactions and actions can be used to reflect how the division acts a metaphorical image (Shurrab, 2013). The case was analysed through the use of machine metaphor.
Machines have been incorporated in people and have changed their ways of living. Economic growth brought about by utilisation of machines in most sectors of the economy has brought about stiff competition, which may be one of the reasons as to why Chattanooga lost its customers. The problems and conflicts within the organisation clearly show that there is poor communication between departments. To solve the problem of communication, department should be united to a common goal and inform each other on every aspect that takes place.
In addition, the top management ought to include managers and staff in decision making so as to find out the root cause of the problem. In addition, every employee should take responsibility of his or her task within the Company. The Company is divided into various departments. Each department should enhance its activities so as to provide high quality products, thus increased profits. More so, managers in every department should give work report to the top man so as to access the progress of the Company.
The Oticon Company Oticon is Danish Company, which is located in Copenhagen. Oticon was one of the best hearing aids Company in the universe. However, the emergence of competitive Companies such as Starkey and Siemens Audiologische Technik placed Oticon in a very slippery position in the market. To rectify the situation, the board of Oticon recruited Lars Kolind to analyse the strengths and drawbacks of Oticon. Kolind was a brilliant young man who had a history of providing science- oriented solutions to major Companies around the globe. Kolind found out that the Company’s strength were okay, thus less competition.
On the contrary, he realised that Oticon Company was inflexible, less responsive to essential issues and rigid. Such issues would make the Company lag behind. As a result, Kolind came up with a concrete plan so as to change the Company into a learning responsive organisation. In this case, he decided to improve the Company’s competitive advantage so as to have a large market share, thus increase the profit margin (Shurrab, 2013). The case is analysed by utilising the brain metaphor.
In this case, it discusses aspects that can be seen and understood by the Company. In addition, it enables people to reflect the essential plans set by Kolind. The major issues of the Company include; rigidness, inflexibility and low responsiveness towards essential issues. In relation to Kolind’s new set of plans, departments ought to perform more than one task at a given period. For instance, engineers should research and marketing at the same time. The Company ought to involve top management in decision making. This is because it acts as the ‘brain’ of the organisation.
The Company should incorporate information technology so as to enhance its efficiency. For instance, information from one department to another should be communicated via e-mail. In conclusion, metaphors give Companies a sense of directions, values and history. In this case, they enable the Company see, understand and shape its essential aspects. More so, metaphors aid the top management in making vital decisions. Metaphors give organisational theorists an opportunity to help managers to enhance their roles, through identifying and efficiently managing unknown factors, which affect the organisation.
References Shurrab, H. (2013, February 4). Analysis of the case Oticon using the brain metaphor. Retrieved From http: //www. slideshare. net/hafezshurrab1/analysis-of-the-case-oticon-using-the-brain-metaphor Lawley, J. (2001). Metaphors of Organisation. Retrieved from http: //www. cleanlanguage. co. uk/articles/articles/19/1/Metaphors-of-Organisation-part-1/Page1.html Morgan, G. (2006). Images of organisations. Thousand Oaks, CA: Sage Shurrab, H. (2013, January 29). Analysis of the case Chattanooga using the machine metaphor. Retrieved fromhttp: //www. slideshare. net/hafezshurrab1/analysis-of-the-case-chattanooga-using-the-machine-metaphor