relationship btw organization theory and management practices
THE ROLE SYSTEM APPROACH THEORY IN THE MODERN WORK ORGANIZATION
The systems approach views organization as a system composed of interconnected - and thus mutually dependent - sub-systems. These sub-systems can have their own sub-sub-systems. A system can be perceived as composed of some components, functions and processes (Albrecht, 1983). Thus, the organization consists of the following three basic elements (Bakke, 1959):
(i) Components There are five basic, interdependent parts of the organizing system, namely: the individual, the formal and informal organization, patterns of behaviour emerging from role demands of the organization, role comprehension of the individual, and the physical environment in which individuals work.
(ii) Linking processes
The different components of an organization are required to operate in an organized and correlated manner. The interaction between them is contingent upon the linking processes, which consist of communication, balance and decision making.
Communication is a means for eliciting action, exerting control and effecting coordination to link decision centres in the system in a composite form.
Balance is the equilibrium between different parts of the system so that they keep a harmoniously structured relationship with one another.
Decision analysis is also considered to be a linking process in the systems approach. Decisions may be to produce or participate in the system. Decision to produce depends upon the attitude of the individual and the demands of the organization. Decision to participate refers to the individual's decisions to engross themselves in the organization process. That depends on what they get and what they are expected to do in participative decision making.
(iii) Goals of organization
The goals of an organization may be growth, stability and interaction. Interaction implies how best the members of an organization can interact with one another to their mutual advantage.
The systems approach views organization as a system composed of interconnected - and thus mutually dependent - sub-systems. These sub-systems can have their own sub-sub-systems. A system can be perceived as composed of some components, functions and processes (Albrecht, 1983). Thus, the organization consists of the following three basic elements (Bakke, 1959):
(i) Components There are five basic, interdependent parts of the organizing system, namely: the individual, the formal and informal organization, patterns of behaviour emerging from role demands of the organization, role comprehension of the individual, and the physical environment in which individuals work.
(ii) Linking processes
The different components of an organization are required to operate in an organized and correlated manner. The interaction between them is contingent upon the linking processes, which consist of communication, balance and decision making.
Communication is a means for eliciting action, exerting control and effecting coordination to link decision centres in the system in a composite form.
Balance is the equilibrium between different parts of the system so that they keep a harmoniously structured relationship with one another.
Decision analysis is also considered to be a linking process in the systems approach. Decisions may be to produce or participate in the system. Decision to produce depends upon the attitude of the individual and the demands of the organization. Decision to participate refers to the individual's decisions to engross themselves in the organization process. That depends on what they get and what they are expected to do in participative decision making.
(iii) Goals of organization
The goals of an organization may be growth, stability and interaction. Interaction implies how best the members of an organization can interact with one another to their mutual advantage.