ORGANISTION AS A SYSTEM .pptx

Defining organization as a system

1. Organisation as a system Tawanda Chisiri Eswatini 2022

2. Organisation as a system Outline Evolving Organisations Organisation as a system

3. Evolving Organisation Evolution of systems  takes place when systems reproduce and mutate whereby the most fit elements survive, and the less fit die down  The study of evolutionary systems is an important subcategory of  Complex Systems  

4. Evolving Organisation Feudalism Small family organisations, military, church, craftsmen, master –servant relationship. Command structure Challenges ? Motivation methods ? Recruitment methods ?

5. Evolving Organisations First Industrial revolution organisations 1700s to early 1800s Assembly lines, telegraph, steam engine Work is made easier by machines Challenges death of fulfilling complete work Motivation ? Recruitment ?

6. Evolving Organisation Pros Advancements in production Growth in innovations and inventions Workers earned higher wages Improvements in transportation networks Cons Deplorable working conditions and child labor Unsanitary living conditions and pollution Food shortages

7. Evolving Organisation Second Industrial revolution organisations 1870-1914 Second Industrial Revolution. While the First Industrial Revolution caused the growth of industries, such as coal, iron, railroads and textiles, the Second Industrial Revolution witnessed the expansion of  electricity, petroleum and steel .

8. Evolving Organisation Second Industrial revolution organisations Technological Revolution Modern Business Management is born Fredrick Taylor Scientific methods study of work –supervision , performance measurement Challenges ? Motivation ….birth of job design Recruitment and selection ?

9. Evolving Organisation Third Industrial revolution organisations Digital revolution , internet, Toyotism ERP JIT LEAN manufacturing automization Challenges? Motivation ? Recruitment ?

10. Evolving Organisation Fourth Industrial revolution organisations digitalization, digital transformations, personal connected devices, data analytics, AI technologies, automation, and Industrial IoT. Industry automation. Machine learning

11. Evolving Organisation Evolving Organisations Fourth Industrial revolution organisations This is the age when lines between the physical, digital and biological spheres are challenged and industries all over the world are uprooted. Challenges , motivation recruitment

12. Evolving Organisations Fifth Industrial revolution organisations While the theme of Industry 4.0 revolves around connectivity through cyber-physical systems, Industry 5.0—while also aligned with platforms made possible by Industry 4.0—also addresses the relationship between "man and machine," otherwise known as robots or cobots .

13. Evolving Organisations Fifth Industrial revolution organisations Man/machine collaboration:   Collaborative robots enable better precision, faster execution, personification of products, and minimization of wastes Challenges , recruitment motivation

14. Evolving Organisations Questions to ponder What do you think your organisation will look like in the next 5, 10. 20 years from now ? What will die and what will change ? Will this change be from internal or external forces ?

15. Organisations as systems Part 11

16. System Approach The system approach to management views the organizations as a unified, purposeful system composed of integral parts. This approach gives managers A way of looking at the organization as a hole and as a part of the larger external environment.

17. The function of system Convert information, energy (or) materials into a planned out come (or) product for use: within the system, outside the system (or) both. Facilitate understanding of a complex phenomenon by encouraging input information and clarifying relationship between different aspects o f the phenomenon .

18. The function of system: A useful framework for the planning and controlling function of management. Provide flexible approach to problem solving. Increase efficiency of the work flow by outline the task in complex point s in the process. according to proper time, sequence and specify. Useful in evaluating effect and efficiency of the total nursing system within health organization.  

19. THE SYSTEMS APPROACH System: a collection of parts operating interdependently to achieve a common purpose. General systems theory: an interdisciplinary area of study based on the assumption that everything is part of a larger, interdependent arrangement.

20. Basic Types of Systems Closed systems Are not influenced by and do not interact with their environment (all system input and output is internal) Open systems Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environments

21. The Organization as a System 21

22. The Parts Of System: 1. Inputs – are people, money, information, equipment, and materials required to produce and organization’s goods or services. 2. Output – the products, services, profits, loses, employee, satisfaction or discontent, and the like that are produced by the organization. 3. Transformation Process – the organization’s capabilities in management and technology that are applied to converting inputs into outputs. 4. Feedback – information about the reaction of the environment to the outputs that affects the inputs.

23. 5-control (Boundaries): Can be exerted from inside or outside the system to alter operations in a manner that ensures achievement of desired outcomes. Control are actions taken by system operators to regulate (input, process, output) elements to improve system functions. Control over input regulates (the cost of operation). Control over throughput regulates (time, efficiency, safety of operation). Control over output regulates (production quality & quantity).

24. 6.Environment. is the context within which the system exists .

25. The organization consists of the following three basic elements (Bakke, 1959): Components Linking processes Goals of organization

26. Components : There are five basic, interdependent parts of the organizing system: The individual The formal and informal organization Patterns of behavior emerging from role demands of the organization Role comprehension of the individual The physical environment in which individuals work

27. Linking processes: The different components of an organization are required to operate in an organized and correlated manner. The interaction between them is contingent upon the linking processes, which consist of communication, balance and decision making.

28. Communication: is a means for eliciting action, exerting control and effecting coordination to link decision centers in the system in a composite form. Balance : is the equilibrium between different parts of the system so that they keep a harmoniously structured relationship with one another. Decision analysis : is also considered to be a linking process in the systems approach. Decisions may be to produce or participate in the system.

29. Goals of organization The goals of an organization may be growth, stability and interaction. Interaction implies how best the members of an organization can interact with one another to their mutual advantage.

30. Organisation as a system Orgtology Perspective Dualism leadership management Equilibrium Projective and receptive parts

31. Supplying and managing human resources; Supplying and managing current and fixed assets; and Supplying and managing capital and finance.

32. Process: System: Recruitment & selection Discipline management The Resource System Performance assessment Human resource development The Intelligence System Labour Relations The Relationship System

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34. Mckinsey’s 7s Framework © 2007 Prentice Hall, Inc. All rights reserved.

35. Mckinsey’s 7s Framework It is a management model that describes 7 factors to organize a company in an holistic and effective way . Together these factors determine the way in which a corporation operates . Managers should take into account all seven of these factors, to be sure of successful implementation of a strategy. Large or small. E.g strategic recruitment They're all interdependent , so if you fail to pay proper attention to one of them, this may affect all others as well. On top of that, the relative importance of each factor may vary over time.

36. McKinsey 7s Model

37. The Seven Elements Hard Elements Strategy Structure Systems "Hard" elements are easier to define or identify and management can directly influence them: These are strategy statements; organization charts and reporting lines

38. The Seven Elements Soft Elements Shared Values Skills Style Staff "Soft" elements, on the other hand, can be more difficult to describe, and are less tangible and more influenced by culture. However, these soft elements are as important as the hard elements if the organization is going to be successful.

39. Implications of the Systems Approach Coordination of the organization’s parts is essential for proper functioning of the entire organization. Decisions and actions taken in one area of the organization will have an effect in other areas of the organization. Organizations are not self-contained and, therefore, must adapt to changes in their external environment.

40. Questions to ponder When recruiting do you seek one who fits the role, the department or the system ?

41. Features : Following are the important features of system approach to management thoughts It considers the organizations as a dynamic and inter-related set of parts. Continuous and effective interaction of sub systems helps to attain goals of the larger system. It considers the impact of both near and distant future on organizational activities. It integrates goals of different parts of the organization(sub systems or departments) with the organization as a whole. It also integrates goals of the organization with goals of the environment or society in which it operates. 4. It synthesizes the knowledge of different fields of study 5 It enables organizations to frame policies that promote business objectives and social objectives.

42. Example: Hospital A general hospital capacity 249 bad Human power – 479 qualification The administration of hospital want to develop service to improve quality care health . Notes : - good building - have good financial - bank policies - provide heath care for all population

43. Application: ( e.g , quality management) System: is the hospital Subsystems : are the hospital units input : including hospital staff members, supplies, equipment, financial, patients,… etc Thorough put : including all processes leading to patient health care, nursing care, education program, hospital activities, and procedures. output : result of patient care either successful or failed like health status improvement ,or disease complications prevention , patient satisfaction.

44. Cont , Feedback : from family, patients, hospital staff. Internal environment : forces from inside the hospital like hospital administration to putting policy. External environment : ministry of health that providing policy & procedure and standards to the hospital. To improve the output the hospital has to improve the input resources. Internal & external forces affecting on the hospital by removing or adding new standards toward improving hospital quality .

45. Questions to Ponder You want to improve security in a troubled region , what components of the systems will be affected at organizational level and national level ?

46. References: Sapru, R. (2008). The System Approach. In Administrative theories and management thought (Eastern economy ed.). New Dehli : PHI Learning The McKinsey 7-S Framework: Ensuring That All Parts of Your Organization Work in Harmony. ( n.d. ). Retrieved April 27, 2015, from http://www.mindtools.com/pages/article/newSTR_91.htm The Systems Approach. ( n.d. ). Retrieved April 27, 2015, from http://www.introduction-to-management.24xls.com/en132 Thelen , E., & Smith, L. (1996). Dynamic Systems Theories. In A dynamic systems approach to the development of cognition and action . Cambridge, Mass.: MIT Press.