t required thinking or communicating to each other. But now, instead of standing behind the production line, employees need to sit in front of a computer, and control machine equipment who works in the production line. Now, employees are not only required to learn new technical skills but also how to communicate, negotiate, decentralize, and motivate within each other.
Based on (Morgan, 1997: 5), we have to accept that any theory or perspective that we bring to the study of organization and management, while capable of creating valuable insights, is also incomplete, biased, and potentially misleading. Organizational behavior shows the important key points as Regulatory, and Radical. Basically, Regulatory helps to draw what goes on in organizations, possibly to present minor changes that might improve them, but not to make any basic judgment about whether what happens is correct or incorrect. Radical tends to make judgments about the way that organizations ought to be and provide recommendations on how this could be accomplished. Traditional organization used to practice Regulatory while new modern organization tends to act Radical. To well organize in budget controlling, new modern organization in today doesn't willing to give a long time for bank credit card's salesperson to hit their sales target. New modern organizations urge to get the results from salesperson whereas the salesperson should hit their monthly sales on time and accurately, if the salesperson failed to hit the target continuously in few months, employers reserved the rights to terminate the employee. Conversely, traditional organizations used to act Regulatory whereas Hire and Fire policy will never be the options for a traditional organization to behave. Employers are patient enough and they're willing to spend times to educate, guide, and monitor an employee's performance.
Based on (Taylor, 1911: Fayol, 1949), the orthodox view in organization theory has been based predominantly on the metaphors of machine and organism. The metaphor of a machine underwrites the work of the classical management theorists. According to Figure 1, it draws the three concepts for understanding the nature and organization of social science, which is Paradigms, Metaphors, and Puzzle Solving. Metaphor plays an important role in organization behavior. Metaphor is frequently regarded as no more than a literary and descriptive device for embellishment, but more fundamentally is a creative form which generates its effect though a crossing of images.
Base on Figure 2, by Burrell and Morgan (1979), functionalist paradigm, which is also named as objective-regulation, is the first paradigm for organizational study. It's also a strong outline for the study of organizations and assume that rational human actions and believes one can be understand through the hypothesis testing. Due to the problem-solving orientation which is leads to rational explanation. It seeks to provide rational explanations of human affairs and it's pragmatic and deeply rotten in sociological positivism. Relationships are concrete and can be identified studied and measured via science. Functionalist paradigm is based on upon the assumption that society has a concrete, real existence, and a systemic character oriented to produce an ordered and regulated state of affairs, it encourages an approach to social theory that focuses upon understanding the role of human begins in society. Behavior is always seen as being contextually bo
