The organization as an open system

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The Organization as an Open System

There are two types of systems Open and Closed. Closed system is one that is self contained and isolated from its environment Closed system is exist only in theory.

An Open system influences and is influenced by the environment through the process of interdependency, which results in dynamic equilibrium. The Open system is in continual interaction with its environment and therefore achieves a steady state of Dynamic Equilibrium.

The Organization as a Sociotechnical System




Organize around process not tasks

• Flatten the hierarchy

• Use teams to manage everything

• Let customers drive performance

• Reward team performance

Changes in any one process of the organization can have effects throughout the organization because all processes are related.

 The structural subsystem

 The technical Subsystem

 The Psychosocial Subsystem (culture)

 The Goals and Values Subsystem

 The Managerial Subsystem



High Performance Systems

High performance model focuses on five key variables that need to be considered if managers wish to improve performance.

 The business situation (forces in the environment)

 The business strategy ( the goals and values)

 The design elements (technology, structure, and so on..)

 The culture

 The business results (the outputs produced)

These models can be used to identify the real drivers of organizational success used in organization development and renewal programs to improve system performance.

The Contingency Approach

The contingency approach suggests that there is no one best way of managing in all situations. The contingency approach identifies various types of “if then” relationships and suggests general directions for change, depending on the situation.

The contingency view suggests that managers in differing departmental units face situations that may be very different on a number of dimensions. There may be varying degrees of structures, differing motivation levels, and a diverse potential conflict.

Future Shock and Change

Future shock is a time phenomenon, a product of a greatly accelerated rate of change in society. Future Shock, too much change in too short time, affects managers and organizations as well.

The corporate planners and top managers, the environment has never seemed as turbulent as it does today. The very uncertainties, from the cloudy economic outlook to the energy crisis, make accurate planning for the future much more difficult. In such a rapidly changing environment, some plans are out of date within three to six months.

The world is constantly changing in economics, social values, and technology and these changes seem to have accelerated in recent years.

Individuals within organizations are affected by change. No longer satisfied to be passive members, individuals increasingly assert their right to change the organization for their own reasons.

The shift in the United States from an industrially based economy to a technologically based economy is creating a state of turbulent change, both for workers and corporations. These changing trends will have a significant impact on organizations, as managers are developing new organizational models and finding novel ways of motivating employees. As a result managers will need to scan the environment to be aware of issues that will have a major impact on their industry or organization.

The organization must adapt to these changing conditions. Each day brings a new set of conditions. Product and market strategies need to be more flexible and must depend upon raw material logistics and the ability of company to recognize the need for change.

Organization Transformation and Development

Organization Transformation (OT) is defined as the action of changing organization form, shape, or appearance, or changing organization energy from one from another. The term OT has been used to focus on unplanned changes from within the system in response to crises and life cycle conditions.

Organization development focuses on planned changes introduced by external consultants often of a first order nature.

OD or the Planned Change Process

It is a deliberate attempt to modify the functioning of the total organization or one of its major parts in order to bring about improved effectiveness. Change leader is the person who attempts to bring this change. Client system is the organization that subjected to be change.

Individual Effectiveness Organization Effectiveness can be increased by creating a culture that achieves organizational goals and at the same time satisfies members’ needs. Empowering the individual employee by letting workers make decisions can often improve quality, productivity, and employee commitment.

High powered executive development programs are also essential.

Team Effectiveness Organizations are moving toward what are termed “high involvement” or “self managed” work teams. Activities are designed to improve the operations of work teams and may focus on task activities, what the team does, or they may deal with team process, how the team works and the quality of relationships among team members. More effective teams may increase work motivation, improve performance, and decrease turnover and absenteeism.

Process Observation It is the technique of examining groups. To examine a group two thing should be pointed out

Content

Process

Group process includes such factors as leadership, decision making, communication, and conflict. The conflict is what is being discussed; the process is how the group operates.

Organization Effectiveness The total organization may be examined by use of climate surveys Planned change programs are then designed to deal with the specific problem areas identified in the survey.



Yucel Yildirim



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