The Multicom Case

Submitted by:

Aditya (271122)

Mohit Mudgal(271147)

Sagar Dua(271157)

Sakshi Lodha(271158)

Sejal Jain(271162)

Yash (271168)
Metaphors that can be related with Multicom are –

1. Machine – The machine metaphor emphasizes on orderly arrangement of who does what
and who has authority over whom. It is a mechanical type of thinking concerned with clear
hierarchy, lines of authority, responsibility, discipline and stability. The strength of this
metaphor is that it works well where a machine could work well such as in a stable
environment where personnel can be trained to perform repeatable tasks. Walsh and
Bridges wanted to have a closer control over staff and office activities, a clear systems of
responsibility and a more formalized procedure governing the exchange of staff between
projects.

2. Organism – This metaphor is a biological image with less preoccupation with orderliness
than a machine with more attention given to adaptability and flexibility. This metaphor
focusses on the organisation as a living organism that can assume the shape of other objects
and organisms in its environment. This metaphor considers survival, relationship between
environment and organisation, effectiveness as opposed to efficiency. Walsh and Bridges
regarded the ad hoc style of organisation that had developed during the first two years as
temporary – necessary until they have sorted out their ideas as to how they want to put this
organisation together. After four years, Walsh and Bridges changed the culture of the
company as per the environment.

3. Family – The early years of Multicom ere exciting ones. Each partner developed a reasonable
competence in all aspects of the agency’s work so that they could substitute for each other
when needed. And new staff were encouraged to develop the same all-round skills and
capacities in addition to their specializations. This made the work more sound, interesting
and enjoyable and added to general team spirit of the office.

4. Supremacy–This metaphor emphasizes with social domination that the organisations are
associated with. High power distance organisations lead to majority working in the interests
of a few. In Multicom, when all the four partners realized that there was simply no
consensus as to what should be done, Walsh and Bridges decided to meet together and
resolved that the only way forward was for them to exercise their authority. Thus, they
began to break the golden rule – all four would be involved in major policy decisions.

5. Psychic Prison – This metaphor emphasizes upon the roles that individuals play become
their realities. It draws attention to ethics, power relations and shows up barrier to
innovation and change. It also has limitation that it ignores ideologies that control and shape
organisations. Beaumont & Rossi, who were both single, and thirty and thirty-one almost ten
years younger than senior partners, relished the ongoing lifestyle and were keen to maintain
the firm’s present character.

6. Clock – This metaphor emphasized the cyclic nature of work in the organisation. The staff at
Multicom worked hard, often starting early in the morning and working late at night. They
continues this lifestyle for the betterment of the company.

7. Echo – This metaphor emphasizes the statement what goes around comes around. Jim and
Wendy left a medium sized organisation to form their own organisation. After some years,
 their partners Beaumont and Rossi set up a new firm taking some staff and clients with
them.

References –

https://www.linkedin.com/pulse/5-organisational-metaphors-facilitate-change-imre-hegedus/

https://www.ribbonfarm.com/2010/07/13/the-eight-metaphors-of-organization/

https://hannekemli.files.wordpress.com/2013/11/garethmorgan.pdf