An Organizational Behavior Systems Approach The systems approach prioritizes the organization as a whole over any specific subsystem. However, the linkages between these systems, as well as the interactions of the organization with its environment, are also highlighted. This approach is useful in that it places greater emphasis on how individual decisions impact the organization as a whole.
Individuals within the organization are viewed as parts of a whole rather than as separate entities. Thus, they cannot be studied in isolation but must be considered in relation to other individuals and to the larger structure. For example, an employee may be regarded as important to his or her team because of his or her skills or experience, not necessarily because he or she has top management potential. Likewise, a member of staff might have a large influence on sales because of their position within the company, even though they have no direct report responsibility.
The systems approach also emphasizes the need to understand human behavior within its organizational context. Many factors influence how people think and act at work, such as their role, position, responsibilities, authority, and communication channels. These same factors also affect what employees do within the organization. For example, someone who reports directly to the president of a small corporation will be expected to carry out duties associated with upper management, such as making key decisions or representing the company at events.
6.2 Approach Based on Systems Theory The systems theory approach regards organizations as open social systems that must interact with their surrounds in order to exist. Organizations are commonly viewed as open social systems that must interact with their environs in order to exist. They require inputs from their environments in order to maintain their existence.
This perspective holds that organizations cannot function properly unless they take into account the needs of those outside their walls - employees, customers, and the community at large. Therefore, an organization's survival depends upon its ability to identify these needs and fulfill them. This can be done by creating a working environment that is acceptable to all parties involved.
It also means that organizations must understand how their actions affect others in order to manage their interactions effectively. For example, an organization that wishes to increase sales within its region should consider the effects that such action will have on other businesses in the area. They could do this by holding meetings with other companies in the region to understand their needs and find ways to meet them.
Systems theory explains why some organizations survive while others do not. It shows that it is not only what an organization does but also how it does it that determines whether it will succeed or fail. For example, an organization that engages in unethical practices may achieve short-term success but will likely collapse once the heat comes down on it.
The top-down approach to management as a system or as "an ordered whole" made up of sub-systems integrated into a unity or orderly totality is known as the system approach. The systems approach is founded on the premise that everything is interconnected and interdependent. Therefore, any study of one aspect of the overall situation must take into account the effects of this on other aspects of the system.
In education, the system approach means looking at schools as an organized structure within which different functions are carried out from administration to teaching and learning. These functions are dependent upon each other since no school can provide all the services needed by students without affecting its autonomy.
In health care, the system approach means viewing patients as parts of a whole rather than as isolated cases. This implies that physicians should not only pay attention to the symptoms but should also try to understand what is going on in their patient's mind as well as what influences may be acting on them. Only then can appropriate treatment be given.
In management, the system approach means focusing on the relationships between the various elements involved in order to understand how they interact with each other and why these interactions occur as they do. From this knowledge, managers can best determine how to organize their organizations in such a way that the required functions are carried out efficiently while still preserving the freedom of action of staff members.
Management using a systemic approach 2. System: A system is a collection of interrelated but separate pieces that work together to achieve a shared purpose. The layout must be organized, and adequate communication must be established to facilitate interaction between the elements. Finally, this relationship should result in the achievement of a common purpose. For example, the organizational structure of a company is an example of a system. Communication channels such as email and meetings contribute to the effectiveness of the system. A well-functioning system ensures that all parts are working together to provide quality service or products.
Systems can be physical or conceptual. Physical systems are composed of components that interact with one another through direct contact. Conceptual systems use information technology to communicate data between components. For example, the Internet is a conceptual system since it communicates information via cables and wireless networks instead of physical contacts. Systems can be open or closed. An open system allows components to be added or removed from the system without affecting other parts of the system. A closed system has limited functionality since it cannot be modified after it has been created. For example, the organization of a company is a closed system since employees cannot be added or removed once the structure is set up.
Systems theory was first developed by W. Edwards Deming. This theory focuses on the importance of understanding how different parts of a system work together to produce a shared outcome. Effective management involves not only managing individuals but also managing systems.
An organizational system is the structure that governs how an organization is organized. That structure determines how a company's divisions are organized, who reports to whom, and how communication flows across the organization. The three most common organizational structures are divisional, functional, and project-based.
Divisional organizations are based on business units that usually have a financial relationship with the parent company. Each business unit is run by a senior manager who makes decisions about which products or services should be offered by their department. If a division fails to generate revenue, then it may be considered "underperforming," and either a new senior manager might be appointed or some staff members could be let go. Divisional organizations are found in many large companies that need to divide their effort between different businesses with different growth rates or risk levels. For example, a company may have a high-growth technology division and a stable operations division. Functional organizations are similar to divisional organizations but do not have a financial relationship with the parent company. Instead, they report directly to the CEO or another top management team member. Functional organizations can exist within divisional organizations or alone. For example, a company may have a marketing function that does not fall under any particular division. Project-based organizations work on a single project until it is completed, at which point they move on to the next task.