Organizational Paradigms
ORGANIZATIONAL PARADIGMS
Organizational Paradigms: Rational, Natural and Open Systems
University of Phoenix
Organizational Paradigms: Rational, Natural, and Open Systems What are organizations? How do we construct successful organizations? What is the most effective organizational structure or culture? Jones (2007) defines an organization as a tool individuals use to coordinate actions in an effort to achieve goals. “Organizational culture is a by-product of the interaction between employer and employee” (Baker, 2009, p.28). The culture, values and objectives of the organization are established by organizational leaders. According to Ohm (2006), “it is the set of unspoken interactions, relationships and expectations that spell out “how we do business” around here (p.15). Defining the structure or culture of an organization could be a daunting task for individuals. Baker (2009) suggested that simply put, organizational culture defines the way we do things around here. Organizational culture, clearly defined goals, visions and objectives as well as individuals are all contributors to the success of the organization. The purpose of this paper is to compare and contrast the three predominant organizational paradigms that provide additional insight required for in depth analysis and deeper understanding into the nature of organizations. In an effort to appreciate the significance of organizations, we must comprehend the varying perspectives on organizations. Rational, natural and open organizational perspectives will be discussed through the use of specific real-world organizations. The aspects of the aforementioned paradigms as reflected in the organization will be discussed through clear, concise examples. The subsequent section briefly highlights the characteristics of rational, natural and open systems.
Organizational Paradigms: Rational, Natural and Open Systems
Rational Systems Rational organizations are defined as
Organizational Paradigms: Rational, Natural and Open Systems
University of Phoenix
Organizational Paradigms: Rational, Natural, and Open Systems What are organizations? How do we construct successful organizations? What is the most effective organizational structure or culture? Jones (2007) defines an organization as a tool individuals use to coordinate actions in an effort to achieve goals. “Organizational culture is a by-product of the interaction between employer and employee” (Baker, 2009, p.28). The culture, values and objectives of the organization are established by organizational leaders. According to Ohm (2006), “it is the set of unspoken interactions, relationships and expectations that spell out “how we do business” around here (p.15). Defining the structure or culture of an organization could be a daunting task for individuals. Baker (2009) suggested that simply put, organizational culture defines the way we do things around here. Organizational culture, clearly defined goals, visions and objectives as well as individuals are all contributors to the success of the organization. The purpose of this paper is to compare and contrast the three predominant organizational paradigms that provide additional insight required for in depth analysis and deeper understanding into the nature of organizations. In an effort to appreciate the significance of organizations, we must comprehend the varying perspectives on organizations. Rational, natural and open organizational perspectives will be discussed through the use of specific real-world organizations. The aspects of the aforementioned paradigms as reflected in the organization will be discussed through clear, concise examples. The subsequent section briefly highlights the characteristics of rational, natural and open systems.
Organizational Paradigms: Rational, Natural and Open Systems
Rational Systems Rational organizations are defined as
References: Amburgey, T.L., Rao, H. (1996). Organizational ecology: Past, present and future directions. Academy of Management Journal, 39(5), 1265-1286. Baker, T. (2009). The New Employee-Employer Relationship Model. Organization Development Journal, 27(1), 27-36. Retrieved March 22, 2009, from ABI/INFORM Global database. (Document ID: 1655857211). Haag, S., Cummings, M., & McCubbrey, D. (2005). Management information systems for the information age (5th ed.) Jones, G.R. (2007). Organizational theory, design, and change (5th ed.). Upper Saddle River, NJ: Prentice Hall. Krotov, V. & Junglas, I.,(2008). RFID as a Disruptive Innovation, Journal of Theoretical and Applied Electronic Commerce Research, 3(2), 44-59. Retrieved January 18, 2009, from ABI/INFORM Global Database Ohm, K. (2006, September). Leadership and culture: The close connection. Leadership, 36(1), 15,27. Retrieved April 19, 2009, from ProQuest Education Journals database. (Document ID: 1133866501). Powanga, M., & Powanga, L., (2008). Deploying RFID in Logistics: Criteria and Best Practices and Issues. The Business Review, Cambridge, 9(2) p.1-10. Retrieved January 18, 2009, from ABI/INFORM Global database Scott, W. R., & Davis, G. F. (2007). Organizations and organizing: Rational, natural, and open systems perspectives. Upper Saddle River, NJ: Prentice Hall. Thompson, J., & McEwen, W. (1958, February). ORGANIZATIONAL GOALS AND ENVIRONMENT: GOAL-SETTING AS AN INTERACTION PROCESS