POS 543: A Comparative Analysis

The design of an organization is a “formal, guided process for integrating the people, information, and technology of an organization” (Glickman et al., 2007). A good organizational design increases the likelihood that an organization will succeed; that its’ values will be realized and its mission will be attained. An organization begins with a strategy or a purpose, is followed by its philosophy or values, then identifies the mission and finally evaluates the environment and its’ strengths, weaknesses, opportunities, and threats to the organization (Kelly & Crawford, 2008).

There was room for improvement for both the open system and complex adaptive system in this organization.

Open system: the perspective views organizations as complex organisms that “live” within an external environment.

Daft, Richard L. Organizational Theory and Design: 12th edition. South-Western College Publisher. 24 April 2015

In the article, Jenkins (2008, p. 10) described formal or informal organizations as the most extensive collectivity comprising tacit behavioral customs and norms as well as unambiguous regulations and policies in shared goals, in sets of control and authority, in criteria of employment and in operational standards.

It is depicted that modern organizations tend to incorporate the aspects of the open systems with those of the natural and rational perspectives. Examples include the institutional, transaction cost, and the contingency and the contingency theories. Organizations adopt the open system that accommodates the other two theoretical perspectives for it to exist (Davis & Scott, 2006). These organizations tend to have structures that are based on the processes, the products, and the function.

Open refers to delivering “better results together than on our own”. (orion values page) At Orion I am encouraged to be curious, ask questions, listen and grow. Everyone within the organisation who I speak to value each other’s ideas, supporting one another and openly shares their knowledge in regards to work tasks and everyday life. Working in an organisation with such strong core values and open environment

Throughout this paper we will address how the functional system works to explain behavior through emphasis on "cooperation, exchange, and adaptation" rather than adherence to formal rules and regulations. (Freely, 9) Furthermore we will discuss the complexities of organizations, organizational goals and conflicts and monolithic versus fragmentary systems, and environmental impacts on organizations. First we will examine organizational complexities.

According to Miles et al. (1978, p. 547), an organization is both its purpose and the mechanism constructed to achieve the purpose. It means that the concept of organization is embracing both goals and all the elements that represent unique combination. Miles et al. (1978, p. 553) draws the conclusion that structure and the processes taking place inside the organization are closely aligned; it is hard to speak about one without mentioning the other. It is important to understand the conclusion drawn by Miles et al. (1978). It illustrates how the

Critically discuss the key ideas of both the Systems Rationalism Era and the Organisational Culture Era. Examine how these ideas were shaped by earlier strands of management and reflect on their enduring impact on Contemporary Management ideas.

The pure growth of the theory of open systems is none other than the practice of the theory of institutions to organizations. Therefore, in Open Systems Theory, the obligations of the operational environment place the organization as a production system that no longer operates according to an instrumental logic. In the field of institutional theory, the organizational environment is now seen as a social phenomenon both institutional and operational .

This discussion will first look at the organization as an organism. Then, discuss the implications of open systems and the importance of the environment. Finally, evaluate the strengths and limitations of the organismic metaphor.

An open system approach is that which views an organization as an integration of different parts

There is evidence for specific relationship between communication, trust, and organisational openness. Managers develop trust among employees to meet organisational goals. Top management of an organisation always depends on their supervisors for an effective communication between management and employees. While workers depend on top management to set the strategy and determine methods for organisational achievement, managers must be trusted to show workers the association between workers' tasks and the organisational objectives and to give more particular and high standard information required to perform their jobs well (Thomas, Zolin, & Hartman, 2009). Openness is a key element of communication to predict one’s level of involvement in a work. Therefore, if an employee sees the organisation is a free place to express himself, he is more likely to be involved in the organisational goals and this could foster a better work environment. (Thomas, Zolin, & Hartman, 2009).

The understanding of the concept has expanded later to include all the characteristics that gives the organization its specificity, stability, and coherence (Larcon and Reitter 1979; Reitter and Ramananrsoa 1985 in (Moingeon & Ramanantsoa, 1997)) which includes culture, strategy, and core competency (Cornelissen & Elving,