Importance of Systems Theory & Leadership Management Success Paper ?? a minimum of 250 words ?? two scholarly sources with APA formatted references are requi
Importance of Systems Theory & Leadership Management Success Paper ?? a minimum of 250 words ?? two scholarly sources with APA formatted references are required Source #1 is my book..I uploaded it!Source #2 is https://pubsonline.informs.org/doi/pdf/10.1287/serv.2.1_2.126 SYSTEMS ~n~ PRACTICE
e
n
i
l
On
A Systems Approach to
Organizational Development
G
U
N
N
,
G
E
N
N
I
S
E
1
4
1
7
T
S
G
U
N
N
,
G
E
N
N
I
S
E
1
4
1
7
T
S
Systems ~n~ Practice by Nassar S. Nassar, Ph.D.
Editor: Phyllis Campbell, Ph.D.
Cover art and conceptual illustrations: Terri Merrill
ii
Systems ~n~ Practice Online – Unit One: Introduction
Unit One
Introduction
Learning Objectives:
Acquire a thorough understanding of the basic concepts
of Systems Theory (ST)
Examine its (ST) scope and impact on the performance
of modern organizations
Explore performance management
Learn and develop the critical skill
system analysis
G
U
N
N structure
of
,
and
Identify a list of opportunities to improve organizational performance
G
E
N
The relevance of Systems Theory (ST) lies
N in the fact that it
is the dominant school of thought that best describes the
I
behavior of modern organizations. Hence, comprehending
S
the core concepts of this theory can facilitate
the true
understanding of modern organizational
Eperformance. This
course introduces the core concepts of Systems Theory as
they specifically pertain to explaining organizational behav1
ior. Further, the course explores practical means for applying those concepts
4
to improve the overall performance of modern
organizations.
1
7
A Tri-Phased Approach to Learning
T
S
Unlike traditional textbooks, this text follows
a tri-phased approach to learning.
The three phases are Description, Prescription, and Application.
Description: this phase lays the core conceptual foundation through
which a thorough understanding of organizational behavior can be
attained. In this phase, the three core concepts of ST are introduced
and explained in a clear and persuasive manner.
iii
Systems ~n~ Practice Online – Unit One: Introduction
Unit One
Introduction
Prescription: once a solid conceptual foundation has been laid, the
learning approach shifts to a prescriptive mode. This phase connects the abstract nature of conceptual knowledge to the daily
workings of organizational structures and processes. This phase
explores how such concepts can practically and directly improve the
actual performance of modern organizations. In short, once the
diagnoses are completed, what prescriptions are warranted?
G
U
Application: this phase is designed
to facilitate the final transfer of
N
the learned described knowledge and warranted prescriptions into
skills that can improve the overall
N organizational performance. In
short, the final phase explores
, the question: how can we transfer
our knowledge into power by conducting structure and system
analysis in hopes of improvising practical remedies to solve existing
organizational challenges? G
E
N
N
Core Concepts of Systems Theory
I
The text focuses on the three core concepts S
that make up Systems Theory. The full
comprehension of those concepts will enableEthe learner to gain a thorough under-
standing of the structure and behavior of various forms of modern organizations. Those
core concepts are:
1
1) the interconnectedness of various segments
within the organization and
its interdependence on various external
4 environmental elements
2) the concept of equifinality
1
3) the view of the modern organization as a transformation box (T-Box)
7
T
Each concept is introduced and clearly explained.
The introduction is then followed by
a thorough discussion of the scope and impact
S of each concept on the overall behavior
and performance of modern organizations. Each concept will help form a solid foundation upon which critical analytical skills needed to understand the behavior of modern
organizations will be built.
iv
Systems ~n~ Practice Online – Unit One: Introduction
Systems
~n~
G
U
Practice
N
N
,
G
E
N
N
I
S
E
Unit
1
4
1
7
T
S
Theories & Paradigms
Unit One
Theories & Paradigms
A Holistic Paradigm of
Interconnectedness & Interdependence
General systems theory is built on the foundational belief that the world
is made up of interconnected systems and subsystems
that affect and are affected by
G
each others’ performance. Simply defined, systems
theory (ST) is the art of seeing
U
wholes as opposed to the parts that make up that whole. Such a view encompasses
N
all fields, disciplines, and sciences. As it relates to organizational behavior, systems theN
ory suggests that a modern organization is essentially a system made up of intercon,
nected subsystems, where the performance of each affects and is affected by all others.
Further, the organization as a whole has interdependent relationships with the various
G
elements of its environment.
E
N
In organizational management context, application
of systems theory causes a manager
to perceive a modern organization as an openNsystem made up of interconnected subsystems (departments/divisions), where the performance
of each affects and is affected
I
by the performance of all others. In addition,S
the organization as a whole system has
interdependent relationships with the variousEelements of its environment such as government, religion, culture, etc.
1
The Role of Theories
4
1
Theories have been formulated throughout human history and form the basic foundational block of the overall human knowledge base.7 Theories play a significant role in explaining the way things are, hence shaping humanTbehavior. Simply defined, a theory is a set
of concepts put together in an attempt to explain
some aspect of life. Most commonS
ly, a theory embodies the opinions of an individual or a group of individuals used to
explain a phenomenon, a pattern of behavior, or other aspects of the universe or human
life. Examples include various theories on the origins of life (evolution / intelligent design),
the order of the universe (general theory of relativity / quantum physics), and human
motivation (Maslow, Herzberg, or McGregor). Each variation of those theories explores
questions and subsequent answers to explain some aspect of life. This course focuses on
organizational behavior and is based on systems theory because it is the dominant school
of thought that can best describe the structure and behavior of modern organizations.
1.2
Systems ~n~ Practice Online – Unit One: Theories and Paradigms
Unit One
Theories & Paradigms
Paradigms – Meaning & Significance
In addition to understanding theories, another significant word that needs to be fully
understood is ‘paradigm.’ A paradigm is the mindset or the frame of reference governing the way we interpret environmental stimuli or explain the behavior of
others. It is the mental vision that allows us to ascertain the invisible and intangible
nature of ideas, concepts, and theories.
G
U even realize that
Everyone has a paradigm. Many people do not
their paradigms define how they perceive the
Nworld around
them. Think back to the time when you were
Nseven or eight
years old. Your paradigm was probably your family, your school,
,
The significance
of paradigms
lies in the fact
that paradigms
determine our
behavior
and your neighborhood. You probably assumed that everyone
went to school, or had gone to school, at times determined by
G
someone else, completed homework assignments,
watched TV,
E about your current paradigm. Is it the
and played with friends after school. Now think
same as it was when you were seven? Of course
N not; you now realize that not every
child attends school or has access to TV. Paradigms
are critically important because
N
they allow us to interpret the world around us. In organizaI
tions they are essential. One paradigm in particular, sysS allows us to properly understand, effectems thinking,
E and significantly improve organizations
tively analyze,
performance.
1
Our paradigms are the
mental vision with which
we understand concepts
and theories
1.3
Examples
4 of paradigms influence are prevalent
throughout human history. One can reasonably
1
argue that the essence of ‘Nature’ has not
7 during the recorded human history.
changed
T truly changed is the human view of the
What has
role of S
Nature and its impact on human life
(Berman, 1987). The persistent duel between creation and evolution is the clearest example supporting such an argument. Which is true? Both
camps are ‘convinced’ that they are right and the
others are wrong. The simple fact of the matter is
such ‘convictions’ are a function of the power of
projection each human experience in the form of a
paradigm.
Systems ~n~ Practice Online – Unit One: Theories and Paradigms
Unit One
Theories & Paradigms
Paradigms in the
Sports World
The comedian George Carlin presents
a humorous example of two divergent
paradigms: football and baseball.
Without repeating the entire routine,
Carlin recounts the basic rules of each
game:
The object of baseball is to “go home.”
The objective of football is to march
down the field to the end zone and
score a touchdown, or, ‘go to the opponents’ home’.
G
U
N
N Time in baseball is inexact; it is
, defined in terms of innings and there
is no limit on the length of time an
inning may take. In football, time is
Grigidly controlled. There is exactly 15
E minutes of playing time in a quarter.
N Four quarters comprise a regular
game. Overtime periods are also subN ject to a rigid set of rules.
I
S Practices and strategies that are
E based on the appropriate paradigm
are essential to winning each game.
In short, adopting the appropriate
1 paradigm is essential to winning
4 the chosen game.
1
7
The power of paradigm depicts exact acts as opposites. Murder or the taking of innocent lives is a criminal act that is prohibitedTand punishable in the greatest percentage
of societies. However, the killing of other humans
who do not share the same ideology
S
or who have materialistic wealth that another desires, is accepted as a ‘legitimate war’.
In essence, war is nothing more than legalized mass murder. Human warfare kills
innocent civilians while both sides effectively argue that the same acts committed by
the other side are wrong. The limiting power and strength of each sides mirrored paradigms have in the past and continue to prevent them from seeing that they are
essentially killing their own people. Many of the new ways of seeing things are mere
reflections of older paradigms presented in a new light.
1.4
Systems ~n~ Practice Online – Unit One: Theories and Paradigms
Unit One
Theories & Paradigms
The visible and impressive ‘success’
accomplished by western societies was
built on a mechanical approach to
human behavior, that is to
suppress emotions and focus
on appearance and behavior.
The previous use of the word
hence depends on what one
values or what one should
value in a ‘civilized’ society
(Berman, 1987).
During a visit to England,
Gandhi was once asked what
he thought of western civilization. He responded, “You know, it wouldn’t be such a bad idea.” While the
reporter’s question highlighted British
materialistic accomplishment, Gandhi’s
focus was on the missing emotional
attributes of the same ‘civilization.’ What
Mahatma Gandhi saw was the mechanical aspect of England and did not seem
to see enough human values. His religious and humanistic view of life was far
from the mechanical attributes projected
in the ‘civil’ structures he observed
(Berman, 1987).
One of the most influential popular management books, The Seven Habits of
Highly Effective People (Covey, 1989),
included a definition of paradigm as a
map, model, perception, explanation, or
theory. Covey presented two types of
paradigms: paradigms of the way things
are and paradigms of the way things
should be (p.24). Covey used the term as
a way to describe the pattern of perceptions an individual used to interpret
1.5
observations of the world and to develop
responses to these interpretations.
Covey’s definition was far more personal.
In Covey’s description, paradigms are personalized and
unique to the individual. A
person’s paradigms should be
aligned with these natural
G
laws and the extent to which
U
an individual’s paradigms
N
match these laws, the more
effective that person is likely
N
to become.
,
G
E Management Paradigms
N
In a more recent writing, Covey provided
N examples of paradigms within the field of
I management. He referenced four comS mon theories in management:
scientific management
E
human relations
human resources
the whole person paradigms
1
4
1 Each of these provided an increasingly
complex view of the employment rela7 tionship and proposed a different set of
T ‘rules’ to guide managers in the pursuit
S of organizational objectives. In fact, it is
possible to argue that each presented
the means to establish and interpret
organizational objectives. Figure 1.1
describes these management paradigms
and reflects their chronology through the
20th century.
Systems ~n~ Practice Online – Unit One: Theories and Paradigms
Unit One
Theories & Paradigms
Figure 1.1
The scientific management
paradigm (Taylor, 1911) begins
with certain assumptions about
employees and their motivation and
ability levels. Managers were directive. Employees needed this environment in order to be productive.
Scientific management was
superceded by the human relations
paradigm.
The human resource approach
added another layer of sophistication to the model: the performance
level of employees was affected not
only by the manager’s behavior and
knowledge, but by their level of
commitment. The manager transformed from director to guide.
(Covey, 2002)
G
U
N
N
,
G
E
N
N
I
S
E
The human relations
paradigm
recognized the affective context of employees and modified the manager into a paternalistic, benevolent director.
Covey concluded his brief
essay by addressing the most
recent of the management
approaches: the whole person paradigm. In the whole
person paradigm, a spiritual
dimension of employees was
incorporated. Employees
desired fulfillment on multiple
levels through work.
1
4
1
7
T
Our paradigms greatly influence our perceptions of events and ultimately determine
S
our reactions and responses to such events. A paradigm is based on a holistic framework for explanation and interpretation of the results of exploration. Paradigms must
extend beyond establishing the questions to be asked; paradigms must address how
the results of inquiries are filtered and used in further inquiry. This is the great danger
of paradigms. If paradigms become delimiters rather than guides, the progress of a true
discovery process is restricted. One must fully appreciate the potential danger of existing paradigms. If paradigms become dogma, their value to the advancement of understanding is significantly limited.
1.6
Systems ~n~ Practice Online – Unit One: Theories and Paradigms
Unit One
Theories & Paradigms
The Paradigm of a Modern Organization
The importance
of a paradigm lies
with its ability to
greatly influence
if not outright
determine attitudes
and reactions
to various stimuli.
The view of an organization must specifically recognize the power of paradigms and how adopting the
appropriate paradigm is critical to the long term survival of the organization. One paradigm exists
G the best opportunity to understand
which offers
how organizations
function.
U
N
This paradigm is embodied in what is commonly
N
known as systems thinking and is largely based on
,
the core concepts
of general systems theory. Thinking
systemically allows us to effectively structure any
modern organization
and efficiently design its systems
G
(Figure 1.2).
E
N entirely, in the role it plays as the menThe importance of this paradigm lies, almost
tal vision faculty that allows us to see the N
way things are or the way things ought to
be. Adopting a systems paradigm facilitates
I a better understanding of the ‘proper’
organizational behavior. Hence, greater understanding based on environmental realiS
ty forms a solid foundation upon which a more effective structure and a more effiE
cient system can be established.
1
4
1
7
T
S
Figure 1.2
1.7
Systems ~n~ Practice Online – Unit One: Theories and Paradigms
Systems
~n~
G
U
Practice
N
N
,
G
E
N
N
I
S
E
Unit
1
4
1
7
T
S
Interconnectedness
Unit Two
Interconnectedness
There Are Three Core Concepts of Systems Theory:
1. Organizational Interconnectedness & External Interdependence
2. Concept of Equifinality
3. Modern Organization as a T-Box
Concept I: Interconnectedness and Interdependence
G
The first foundational principle of systems theory
U
is the concept of interconnectedness.
N
N
Prior to the development of the systems approach,
the dominant paradigm for organizational analysis was the mechanistic approach.
The mechanistic approach treats the
,
various elements of the whole as discrete and independent segments. Consequently,
under mechanistic thinking, in order to solve a problem, each element of the situation
G
is identified and examined independently. Solutions are based on identifying ‘problems’
E
in particular areas and solving them independently
of others without considerations to
what effects the proposed ‘solution’ may have
on
other
elements within the system.
N
N
In medicine, understanding cancer research has
I
taken the mechanistic approach by focusing on
S
the individual
cell. Curing cancer means eliminating
E the problem in the cell through such
remedies as chemotherapy.
1
Viewing cancer from a systems approach shifts
4 from individual cellular abnormalities
the focus
to why
1 cancerous cells form in the first place.
7
T
The Human Body Represented by System & Structure
S
System
Sum of all functions
needed to maintain life
Digestive System Circular System
Respiratory System Skeletal System
Nervous System
Nervous System
Figure 2.1
2.2
Structure
Arrangement of body parts to
accomplish needed functions:
Legs designed to walk
Arms attached in the middle to operate
Neck to support the head
Fingers and thumbs designed to grasp
Systems ~n~ Practice Online – Unit Two: Interconnectedness
Unit Two
Interconnectedness
In short, systems theory specifically rejects the narrow focus adopted by the mechanistic view. Instead it treats all parts as interrelated and, to a great extent, interdependent. This focus on the “big picture” in which not only the various elements and their
internal functions must be accounted for and understood, but also on a diverse set of
interactions among the internal and external elements of the system must be incorporated in any analysis.
Interconnectedness simply highlights that all
Gparts of a system are related. Changes in
one part of the system tend to lead to changes in other parts of the system. We
U to understand modern organizations.
need to understand interconnectedness in order
N
A primary reason for this is the complexityNof the current society in which a modern
organization exists and functions. This can ,be illustrated by comparing the steps necessary to construct a log house and the steps necessary to construct a jet.
G
E
N
Marketing
Production
Personnel
N
Advertising
Operations
Payroll
I
Research
Purchasing
Staffing
S
E
Figure 2.2 – A mechanistic view of an organization
reveals the organizational structure
CEO
+
with policies and procedures, each individual and seperate.
Figure 2.3 demonstrates the view
of an orgainzation through the
lenses of Effective Structure
and Efficient System.
2.3
1
4
1
7
T
S
Systems ~n~ Practice Online – Unit Two: Interconnectedness
Pharmaceuticals:
A Mechanistic or Holistic Approach?
“Interconnectedness” refers to a
systematic approach to looking at
an organization as a whole rather
than as the sum of separate units.
Decisions, made within the framework of the interconnectedness
concept, take the view of the entire
organization not a single unit or
department. Using a single
department or unit as the basis for
a decision is characteristic of the
mechanistic approach. A mechanistic approach to medicine would
lead to diagnoses based only on a
single organ of the body. Instead,
doctors seek to apply a holist…
Purchase answer to see full
attachment
