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Introduction Organisations are tools to aid in achieving a set goal Organisations same as corporations have been developing and improving with time to improve profitability through increased productivity and quality Most organisations are run like machines 24 hour a day 7 days a week All complex tasks and goals have been subdivided into simple 1-step operations that can be controlled with machine precision Mechanistic way of thinking supports centralised hierarchy where everybody follow set rules and procedures without even thinking creating unhealthy bureaucracy which slows down or even stops any attempts of change and innovation However todays world is becoming very turbulent Like a living organism it needs to react instantaneously to number of inside and outside inputs in order to stay operational This paper will discuss the issues and problems with mechanistic thinking and it effects on managers performance in todays organisations Mechanistic Approach In the mechanical age it was believed the universe was understood and everything could by analysed by inquiry Russell Ackoff 1993 describes it as a tree step process take it apart understand the pieces and put it together Many aspects of the mechanistic world-view were to be reinforced in the Industrial Revolution in Europe The mechanisation of work had spiral like effect on production The production could be skyrocketed by simplifying production tasks This was achieved by dividing every operation into simple steps Every worker was in charge of one step to keep production at peak Strengths Mechanistic thinking has number of strengths It can provide an efficient working environment Using its three step analyse by inquiry process it can break any tasks into simple one step processes that can be mastered to perfection This gives the tasks unrealistic processing speed and unbelievable accuracy Mechanistic organisations have tight control of power and order It has well defined hierarchy and order of command Everyone in an organisation knows their space the tasks to do the responsibilities they
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