Blogspot #4: Chapter 4+5: System Approaches & Cultural Approaches
This week, we have learned about the system approaches and it helps us to recognize how different between a “machine metaphor” and systems metaphor” for describing organizational processes. The systems metaphor views organizations not as self-contained and self-sufficient machines, but as complex organisms that must interact with their environment to survive.
We also learned about system components, system processes, and system properties.
a) System components: a system is an assemblage of parts or components.
Biological: cells and organs
Organization: people/departments that make up the organization.
There are 3 concepts: hierarchical, interdependence, and permeability.
b) System processes: Input-throughput-output processes.
Input: A system inputs or takes in materials or information from the environment through its permeable boundaries.
Throughput: The system then works on these inputs with some kind of transformational process.
Output: The system returns the transformed output to the environment.
- There are 2 processes that characterize the input-throughput-output operations:
1, Exchange: Input and output processes require exchange between the system and the environment and among system components.
2, Feedback: System control is maintained through feedback.
c) System properties: 4 properties are particularly relevant:
1, Holism: A system is more than the sum of its parts.
2, Equifinality: There are multiple paths to any system outcome.
3, Negative entropy: A system has the ability to avoid deterioration and thrive by being open.
4, Requisite variety: A system should maintain the internal complexity necessary to cope with external complexity.
Next, we learned about the culture approaches which is very interesting to me. Deal and Kennedy (1982) argue about the “strong culture” that: “If an organization has the components of a strong culture, it will be a better place for individuals to work and will improve individual and organizational performance”. They also identify 4 keys components of a strong culture:
1,Values: The beliefs and visions that members hold for an organization.
2, Heroes: Individuals who exemplify an org.’s values.
3, Rites and Rituals: Ceremonies through which an org. celebrates its values.
4, Cultural Network: The communication system through which cultural values are instituted and reinforced. Consists of formal and informal channels.
There are 4 issues that highlight the distinction between prescriptive approach and the approaches taken by most cultural scholars state that cultures are: Complicated, Emergent, Not Unitary, Often Ambiguous.
Schein’s model of organizational culture is also very helpful information. Schein sets forth a model that sorts out the various elements of culture into 3 distinct levels:
+ Level 1: Artifacts — things displayed by organizational members and the overt behavior of organizational members.
+ Level 2: Espoused Values — stated values or beliefs about how things ought to be done.
+ Level 3: Basic Assumptions — uniformly held beliefs that can rarely be articulated because they have become a natural part of the way things are done.
Last, we watched the video about “Inside Apple: How America’s most admiredand secretive company really works”. This video helped me to open mind alot about inside Apple. One interesting thing that I really admire Apple is that people who work here always keep secretes about the products not only inside Apple but also outside the public.