Process Enneagram Analysis : Business Entity As A Living System

According to Bolman and Deal, the core premise of the structural lens is defined as “Clear, well-understood goals, roles, and relationships and adequate coordination are essential to performance” (pg. 44). In an organization, structure is of vital importance, it lays a sturdy foundation which serves to decrease confusion and inefficiency amongst individuals of the organization. The core premise emphasizes that in order for an organization to reach its full potential, goals need to comprehended, appropriate roles need to be assigned to individuals and good management are imperative in bringing together an organization and increasing proficiency, in order to achieve established goals. Structure in an organization serves as the framework, where

The ordering process begins with the decision of the customer to submit their order simply by either calling, faxing or mailing their order information. When a customer calls in their order, the customer service representatives takes down pertinent customer information, which includes the customer's name, billing and shipping address, product number and description, quantity and shipping instructions. While taking down the order, the customer service representative access the company's order entry system where inventory checks are conducted as well as credit checks are processed. In addition, delivery options are advised to the customer. Here the customer decides

The open system leaves the door open for better communication. The open system focuses on the organization and the external possibilities while the closed focuses on internal possibilities when problems occur. The open system is influenced by the environment, which also causes weaknesses in the structure since every day there is change. Environmental changes cause organizational changes. The close system in an organization shows organized structure and order, however, lack structural mobility (“Open Versus Closed Systems,” n.d.).

Open systems perspective also suggests that organization's efficiency is equally important to it's success. An organization is efficient when it produces more outputs with less then normally required inputs, and when it's internal subsystems have good coordination among them. But this is difficult in reality. Because there are some negative elements in subsystems such as miscommunication and hostilities, which undermine efficiency of organization. These elements cannot be eliminated as subsystems of an organization are also open systems and organization gets affected by them also. (McShane & Steen, 2012, p.6)

• The Symbolic Framework draws on social and cultural anthropology. The organization is thought to be akin to tribes or theater; they are cultures that operate based on ceremonies, rituals, rules, myths, policies, stories, heroes and managerial authority (Bolman and Deal 1991, p. 16). Everyone in the organization is an actor who is basically playing a prescribed role (Bolman and Deal 1991, p. 16).

In order for any organization to be successful, they must find effective ways to change systems and policies that are ineffective in creating a successful environment. A system consists of four things, elements, attributes, internal relationships, and the system environment. The systems theory is transdisciplinary study of the abstract organization of phenomena, independent of their substance, type, or spatial or temporal scale of existence (Heylighen & Joslyn, 1992). The study investigates all the principals common to all complex bodies, and the models which can be used to describe them. Von Bertalanffy (1971) was the creator of the “system” concept, he developed this idea as an answer to the limitations of individual disciplines in addressing complex social issues (Mitchell, 2005). The underlining principal of this theory is that an organization consists of multiple, interdependent parts that collectively form more than the sum of their parts. Developed from the systems theory, are three separate theories with the basis of each being the systems theory. The activity theory considers the entire program versus just one single sector, it sees the operation as a whole instead of sub departments, it combines both micro and macro elements of the organization. The chaos theory does not mean a chaotic hectic situation, rather a situation where there appears to be little to no order, there really is a hidden underlying order. The complexity theory is

          An organization, in its simplest form, is comprised of people brought together to achieve a common goal whether it be solving a problem, selling a product or providing a service. The existence of the organization is wholly dependent on the collective body of individuals involved and it is these individuals that are the driving force behind the success or failure of a company. The relationships that connect the people within the organization dictate how the culture is developed and perceived.

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

According to Bateman and Snell, “Two fundamental concepts around which organizations are structured are differentiation and integration” (2011, pg. 227). Differentiation refers to the different units that work on different kinds of tasks with the use of different skills and work methods in an organization. These differentiated units are combinedand coordinated into an overallproduct for the purpose of achieving the organization’s mission as the result of integration. The two fundamental concepts indicate how the organization

Critically analyze the organization from the systems approach. You should consider the inputs, transformation and output elements of the operation and consider how the system creates value.

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

Organizations are social entities that are goal directed, are designed as deliberately structured and coordinated activity systems, and are linked to the external environment (Kirst-Ashman, 2011). The four main parts of that definition are social entity, goal directed, deliberately structured, and link to external

Welcome to Focus, we are an organization that functions through a unique structure, with elements borrowed from several approaches and theories studied throughout the course of our year. Focus’s structure most closely models the systems approach. In addition to functioning like a human body, Focus has borrowed elements from the classical approach through ordered structuring of department levels, the family metaphor and human resources encapsulates our employees, and cognitive strategies to influence our decision making. Like a human body we need to operate at full capacity and so our group has added the best prescribed medicines, practices, to ensure that Focus efficiently functions internally between departments and employees as well as

At least two different organizational structures are identified, described, and compared in terms of their design principles.

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.