Organizational Theories: From Classics to Contemporary

The organizational theories relate to the contemporary theories of the nonprofit field of operations. Foremost, Worth (2021) discussed the nonprofit theory of the commons focusing on “protected space for the collective expression of what people find most important in their lives” (134). The ideology ties in with the classical theories that emphasize social ideologies directly impact operations, dictating the interaction among workers. On the other hand, the open systems criticize Weber’s theory expanding that open theory systems common factoring external operations environments for nonprofit organizations. Therefore, social perceptions of power and human interaction are broached as the essentials for institutional structuring. Worth (2021) considered that the employees were representatives of organizations to outside worlds. Thus, the emphasis was on the need to integrate holistic structures in an organization that idealizes workers’ social environments.

Motivation Theories (Management)

Contemporary understanding of leadership and motivational principles in organizations are embedded in classical theories. These theories are distinguished into two categories content theories and process theories. Maslow presented that workers’ needs could be organized into a pyramid framework prioritizing the most influential factor at the top of the pyramid (Fischer, 2009). As such, a manager or leader ensures worker satisfaction and motivation such that the motivated workers would produce an optimal performance for an organization. The needs presented in Maslow’s pyramid from the lowest priority to the most influential factor included physiological, security needs, social needs, ego needs, and self-actualization (Fischer, 2009, p.351). Concurrently, McLelland presented his trichotomy of needs that determine organizational function, including power, affiliation, and achievement. Meeting these needs implies a unified mindset, ensuring directed operations.

Moreover, other theorists support a similar thought regarding organizational motivators. Correspondingly, Bolman and Deal (2017) highlight that organizations must work up the pyramid as the lower sector presents the basic needs. As needs are met, employees are more motivated to provision their needs. As a result, the principles would increase organizational performance as the framework empowers workers to perform optimally when needs are met. Applying the approach to my organization would employ policy reforms that support inclusion and participatory roles.

Case Study

Change management has been acknowledged as an intrinsic feature of modern organizational frameworks. Kurt Lewin incepted the theorization of change management as an integrated modification of social interactions, balancing change and outcomes of organizational activities (Lehmann, 2017). As such, his approach was termed field theory, as Lewin argued the importance of prioritizing group dynamics to ensure success in adapting to change. The characteristics of the group determine the preparedness for holistic flexibility of an organization to change. The organization gains adaptive capacity while enhancing institutional resilience and consistency within different situations or conditions.

New connotations of the concept of group dynamics have been demonstrated, adding to the discourse presented by Lewin. Thus, Stacey’s theory of organizational management frameworks related to Lewin’s ideologies as he argued that organizations should incorporate responsive interactions (Lehman, 2017). He highlights the limitations that exist when employees require constant guidance while exhibiting delays. The theory proposes an organizational framework that allows employees freedom of task completion requiring minimal supervision. Lehman (2017) discussed that the idea builds team dynamics founded on trust allowing independence of action but directed to support the holistic performance of the group. Although from different eras, Lewin and Stacey proposed that change management will enable organizational flexibility to vary environments in the dynamic character of the economy as influenced by technological advancements and globalization.

Conclusively, the research presented relevant insight into the importance of employee involvement in the case study. Subsequently, Bolman and Deal (2017) supported the ideology that satisfied and appreciated employees were the key to organizational success. He epitomized the workforce as a valuable asset to an organization, ensuring the completion of tasks and achieving targets. Managing the group is the most vital objective in leadership and managerial roles that enhances their optimal performance. Thus, they must present strategies or policies that prepare the organization for changes. Lehman (2017) stipulates that for Denmark, the preceded st