Organizational Systems
Organizational Systems
Organization theory is a way of analyzing and representing actions and behavior of organizations (Daft, Murphy, & Hugh, 2010).Organization theories utilize analogies to promote diversity in thought and description of complex systems (Roos, 1997). Analogies provide insights into external and internal behaviors and practices of organizations. This is evident in the use of the systems concept to describe organizations. The systems thinking approach is popular because it is general; it spans the physical, social, and biological sciences. However, according to Ian Roos (1997), “systems theory” is a misnomer. In the general form, systems theory is neither predictable nor falsifiable nor testable.
Analogies of the Systems Theory
Theories use the concept of a system to demonstrate knowledge of phenomena, in the physical universe (Skyttner, 2005). Therefore, the analogy of open and closed systems is common. Entropy is the other analogy used to describe the behavior of organizations. The concept of entropy explains organizational configurations based on the degree of specialization of workers (Roos, 1997). In relation to the concept, when all employees have the same knowledge and tasks do not require specialized knowledge, then the organization can take maximum, possible configurations. On the contrary, when individual have specialized, or unique knowledge and tasks require different skills and knowledge, only one possible configuration for the organization. These types of organizations exhibit high levels of division of labor.
System Breakdown
Ambiguity in the dissemination of information and procedures creates communication breakdown (Daft, Murphy, & Hugh, 2010). In a sample organization, the administration created an additional department without a clear separation of authority and reporting system. It resulted to the creation of conflicting guidelines and rules by related departments. Operations response systems collapsed, and, so, workers lacked vital information causing confusion, anger, and negative reaction. Internally, it affected performance, planning, employee motivation, and information sharing. Externally, the inefficient internal relations extended to poor external relations with business partners and customers. Poor internal relations diminish the focus essential to handle the needs of customers, suppliers, and other stakeholders (Skyttner, 2005). It plays a role in establishing cooperation and trust among organizations and partners. Customer relations and service influence the way activities happen. Communication is vital in ensuring business relations and transactions are adept, on all levels of organization.
Conclusion
In addition to internal influences, organizations as open systems are prone to political decisions, economic conditions, consumer behavior, and other environmental factors (Daft, Murphy, Hugh, & 2010). In general, multiple, independent actions must have a coordinated direction, in order to have a synergistic influence. The challenge for organizations is responsiveness in terms of quick and decisive response to environmental changes, shifting customer expectation, and organizational crises. There is the need to find solutions to the volatile environmental changes, competition and customer demands. Technology and globalization accelerate the pace at which institutions adapt to internal systems and external changes, in order to continue providing new services and products that satisfy the customer.
References
Daft, R. & Murphy, H. & Hugh, W. (2010). “Organization Theory and Design (10th ed.)”. Hampshire, UK: Cengage Learning EMEA.
Roos, I. (1997). “Analogies and Organizations: The Depth of Systems Theory to Thermodynamics”. Journal of Management Organization, 3(2)
Skyttner, L. (2005). “General Systems Theory: Problems, Perspectives, and Practice”. Hackensack, NJ: World Scientific.
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