Profiling And Its Effects On The Company

1. System Thinking: System thinking is nothing but instead of focusing on only one particular issue, we have to analyze and try to understand the entire system on the whole. With this kind of analyzation, we can easily find a solution to the problem as the problems are not confined to only a particular area or time. We might find a solution for a particular issue, somewhere in the whole system by analyzing the entire system completely. We should try to relate the actions and the consequences on the whole as the issues occur at different time levels, not confined to only one particular time level. We have to have knowledge of the relation between different departments of an organization and the relation between them and the functionality between the departments as to how they are related in an organization. We generally focus on only one particular issue rather than seeing the bug picture and that shouldn’t be done. In system thinking we analyze the big picture.

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

Models and frameworks for systems, also known as paradigms, are innate in all organizations and push the limits of human creativity, knowledge, and

The objective of this essay is to critically evaluate why followers and public give too much credit or blame to leaders for organisational outcomes. The content of this essay comprises an analysis of what makes leaders effective and how followers view the leaders’ influence on organisational outcomes. I will discuss a number of theories (attribution, contingency, initiation and consideration) and examples of leaders from international organisations; including James Burke Chief Executive Officer of Johnson and Johnson and Tony Hayward Chief Executive Officer of British Petroleum (BP). These leaders influenced their employees, the public and world media and were subjected to credit or blame.

There is so much time wasted trying to blame outside sources when the problem is internally. Xerox is not the only company that has faced such issue, companies like: Kmart, Polaroid, and Tyco faced the same issue. In addition, when employees of an organization are confronted of preforming poorly, they make up excuses for why they should not be responsible for the organization’s problems. If these actions are “left uncorrected in an organization, victim attitudes can erode productivity, competitiveness, morale, and trust to the point that correction becomes so difficult and expensive that the organization can never fully heal” (Connors, 6). This part of the book really emphasizes that success will always come from organization’s people that remain accountable. Many organizations suffer from the concept of victimization. These people believe that their successes and goals are prevented by others. Being accountable is much harder than accepting responsibility for one’s actions. Another main point discussed in this novel is the diagram displaying what Above The Line and Below The Line mean. Above The Line relates to when, “We find a sense of reality, ownership, commitment, solutions to problems, and determined action” (Connors, 10). Being Below The Line is when individuals

In chapter 1, and the videos presented to us, we learned that there are bad decisions being made at all levels of management. We assume that as executives the answers should be straightforward and easy. The reality is such that decisions made by these individuals are flawed from the beginning due to nature of thinking applied to them.

Reductionism is referred as it helps in detecting the parts and indentifying the working conditions. Reductionism also supports in interconnections of network in a system. Holism is meant as alternate approach for the system thinking (ST). The main advantage of holism is it not only identifies the parts but also understands the evolution of new entities form the existing entities. Hence Holism is said to be better approach than

The General Systems Theory (GST) came about as an effort to describe the systems approach, born from the biological concept of the organism developed in the first part of the 20th century (Von Bertalanffy, 1972). In contrast to the mechanistic systems which are closed and have a direct relationship between a cause and its effect, a biological or social system is open, operating on a principle of equifinality, where regardless of the starting point, the objective can be achieved (Kast & Rosenzweig, 1972). Any system will achieve equilibrium, but an open system can reach a steady state by accessing resources from outside itself (Kast & Rosenzweig, 1972). The underlying assumptions of GST rely on the organization of a company resembling the inner workings of an organism. However, subgroups within organizations can act independently of the the whole, in

The systems theory gives the management a better ability to look at the organization in a broad way.

Systems thinking (ST), a subset of to complexity theory (CT), is a potentially transformational way to view and approach health. It draws on many academic traditions to describe the processes, actors, and dynamics that shape systems like the health system(1). It is more than simply considering the bigger picture. Approaching a problem from a ST perspective involves examining interrelationships, considering all perspectives, and understanding the role of boundaries (Williams and van ’t Hof 2014:8).

Moreover, there are also assumptions involving family rules, roles, coalitions, triangulations of conflict, subsystems, organization, feedback, stability and change (Vetere, 2001). As stated by Vetere (2001) each system has levels that can be categorized in different parts of the system. These transactions are patterns of how, when and whom to relate, and therefore can become recurrent and predictable (Vetere, 2001). As reported by Minuchin (1974) the system is surrounded by an invincible boundary line surrounding them, input can come in and out of the boundary line; with this output/input the system can choose to limit what goes in and out. Boundaries can be pushed and challenged by the interactions of the parts of the systems based on the input/output of information or influences, such as friends, community, ext.

All organizations are challenged by a plethora of issues, which causes these corporation to evaluate the re-engineering of their corporation’s strategy. These issues are most commonly related to environmental factors and other factors such as the availability of resources. Ghoshal, & Bartlett (2000) argued that, “for every successful corporate transformation, there is at least one equally prominent failure” (p. 49). Therefore, most corporations are paralyzed by contingencies that inhibit their yielding of high revenues. The challenges facing Executive Managers of offsetting losses against profits, more than they report yielding high profits, would be detrimental to the

System thinking is one of the largest breakthroughs in understanding change in an organization. In order to understand how it’s used, one must understand the system and how its parts interact or affect each other. System thinking is known as a form of critical thinking. Thinking critically is important in change and in the process of being competitive in the industry. System thinking is a way of solving problem as practices with involves specific problems. This helps to understand the people and situations are used to influence the system.

Systems Theory presents the idea that all organizations and their “parts” are systems that exist in relation to each other, and that the attitudes and actions of the different parts of the system affect not only the other parts of the organization (or system), but the system as a whole as well. Systems Theory presents two types of systems, open and closed. An open system reacts, listens to, and embraces its publics, both internal and external, while a closed system doesn’t acknowledge their publics in decision making. A closed system takes note of past decisions and mainly examines the past in decision making, not it’s publics.

A system approach behaves like a tool to estimate market elements which affect the cost-effectiveness of any business. It underscores the interactive nature and interdependence of external and internal factors in an organization. If we take a flashback on the day we baffled somewhere in a process, we found ourselves among one of the stages of the process. The process is divided into fragments of beginning, middle, near-the-end and end. Fragments make the complex tasks much easier and much more tractable, but we always pay a concealed gigantic cost for it. In the paper, Goldratt talks about the system approach by dividing them into three subparts- Just-in-time, Statistical process control, and the Theory of constraints. All three ways are