Motivation Calculus Theory by Charles Handy Essay

Motivation Calculus Theory by Charles Handy - Essay Example The Charles Handy idea of organization culture fits in into the Quinn Competing Value Framework theory of 1988 developed to conduct a research for indicators of effective organization which has two variants, that of management and leadership. Quinn came up with comprehensive list of indicators that influence company success focusing dimensions with the first one relating external vs. external and the second was flexibility vs. control. The two dimensions created a quadrant grid with each quadrant representing one of the four major organization model of management i.e. human relation model, open system model, internal process model, and rational goal mode (Quinn & Rohrbaugh, 2009). In the Competing Value Framework, the four models examine how effective management plays all the roles and simultaneously balance with the competing demands of other sets of expectation. Therefore, the two perspectives have a common goal of ensuring cohesion between organization stakeholders to realize a su ccess in the organization objective.Charles Handy organizational culture is discussed under the four categories of culture and depicts a correlation in objective to the Quinn Competing Value Framework expounded in the four models. Handy’s power model of culture assumes that organization power of an organization power remains in a few individuals within the organization and they have authority to decision making. ... Such people delegate duties and responsibilities to their subordinate who have limited or no option other than to strictly adore their superiors’ instructions. In such a culture, employees have restricted liberty to share their ideas or views on open forums and can follow instruction given to them (Amos & al, 2009). Similarly, the other hand, Quinn in his human relation model view managers as the source of authority and should ensure control and cohesion of the subordinates managing interpersonal conflicts. However, Quinn assumes the manager as a facilitator should encourage teamwork cooperating human resource and mentoring in approachable manner, taking them not as isolated individuals but engage them in the development of workforce through training, care, and empathy. The two theorists have an agreement in sense that, for success of an organization, there have to be a central source of authority to manage the human resource and the activities to achieve objectives. When Quin n in his Open System model view people should not be controlled but inspired, likewise Charles Handy in Task Culture agree people in an organization can deliberately work as a team with common interest to achieve their target. Open System Model take note on those organizations are established by people and exists in an environment in which it have to adapt to changes. The people forming the human resource should be responsible and read to grow in their different field to facilitate effectiveness in their work (Black, 2003). Quinn also asserts that the organization will depend on external support to acquire necessary resources for production. These processes lead to