Professional Documents
Culture Documents
hierarchy and mingled with the commoners. Here, problems were resolved
and the business emerged energised as a result.
Both Rosen (1988) and Brownings (2007) arguments signal the
emergence of the post-bureaucratic era, which Clegg, Kornberger and Pitsis
(2008) suggest places more emphasis on civil consensus rather than on
autocratic authority. As a result, a business can afford to be more open and
willing to change. For example, unlike the invulnerable nature of NASA,
Shackleton reflected high concern for both production and people on the
managerial grid (Browning 2007). As Shackleton was prepared to deal with
unknown situations as they occurred, his leadership style was seen to be
more post-bureaucratic and was thus more likely to display innovative
techniques in leading his men to safety.
Finally, Morgan and Spicer (2009) suggest that innovative changes in
industry have come as a direct response to resistance in the workplace. As in
bureaucracy, where employees were trained to be corporate clones and
never question a firms actions (Josserand, Villesche & Bardon 2012, p. 6),
the opposite is encouraged in post-bureaucracy. The capacity for a firm to
react and respond to employee criticism shows great innovative potential
(Courpasson & Clegg 2012), something that NASA, prior to 1986, was
unwilling to accommodate. Therefore, as industry evolves, it can be seen
that the post-bureaucratic business stance is a more effective in delivering
change and innovation in an organisation.
References
Almeida, S., Fernando, M. & Sheridan, A. 2012, Revealing the screening:
Organisational factors influencing the recruitment of immigrant
professionals, The International Journal of Human Resource
Management, vol. 23, no. 9, pp. 1950-65.
Birkinshaw, J. & Gibson, C. 2004, Building ambidexterity into an
organization, MIT Sloan Management Review, vol. 45, pp. 47-55.
Browning, B.W. 2007, Leadership in desperate times: An analysis of
endurance: Shackletons incredible voyage through the leans of
leadership theory, Advances in Developing Human Resources, vol. 9,
no. 2, pp. 183-198.
Clegg, S., Kornberger, M. & Pitsis, T. 2008, Managing and organizations:
an introduction to theory and practice, 2nd edn, Sage, Los Angeles.
Courpasson, D. & Clegg, S.R. 2012, The polyarchic bureaucracy:
Cooperative resistance in the workplace and the construction of a new
political structure of organizations, Research in the Sociology of
Organizations, vol. 34, pp. 55-79.
Dimitroff, R.D., Schmidt, L. & Bond, T. 2005, Organizational behavior and
disaster: A study of conflict at NASA, Project Management Journal,
vol. 36, no. 2, pp. 28-38.
Josserand, E., Teo, S. & Clegg, S. 2006, From bureaucratic to postbureaucratic: The difficulties of transition, Journal of Organizational
Change Management, vol. 19, no. 1, pp. 54-64.
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