The System View of the Organization

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timer Asked: Jan 4th, 2018
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Question description

After you read chapter 2 in the textbook, can you describe what is your system view of the organization to the other participants in this course?

Hint: Please reference the textbook contents at pages 34-36.

please upload chapter 2 from following link:

https://www.studypool.com/discuss/4462436/an-you-d...

#tump€mr ffi Changing your Perspective A nurt (-)pctLs be intprisonecl in cl rctorn tvith a door that is ttnlocke d and itlwclrds as long as if rioes nnt occur to ltinr to Ttrll rather thttn push t|ill Ludwig Witrgcn-sre irr tu11-:ine.r lrc rtrrr rnancc 1]rrrl)1enl tO (lclcltrlint- lhe clLts.l t]n ilil\.kind t.)t scale o,..r,, ,,t tni.t,., - is t't,rL si,mclhitlq the r-naiorirl'trl HR ltncl 1-tVI) llroles.Lrrltitls arc usr-rrrl11,askcc1 Ltr expcetccl t() cl(r. Inslc?lcl, tl-rcv lrtc r-tst-tllllv told lr''hat tttolc lt-.tttrillq. i-< anc1, n1olc of[cn tf ian ntrt. u'hat the,solLlttrrt't is thc I A- ltroblcm 5ir]slien is usLral1l'pt'cse rillcd ll1' thc cxecutlve ()r lnanAqcr \\'h() l\ Lu\|r 'n.iltlc lor Lhe pc,,plc rtrltlt rrrc n()t l)crf(rrlr.ting i.r'clL l-her.rarclr'mt'trtion lhc qa, ir-i 1i,h peifc.,rrnanCC rrr orqani-:-rie :--r i,.ie Hr)pkins. I've just came out ol the divisional heads merii:q ,:; ai:- -rr.rui tt'r go lnto another I{arrison sr' l ve only got a lew minutes. \\e ncc.i :. ::. ::.. <-: manage menL trainrng because our teams are har.inga orcL,::-, r:ai-::..i.i-t-ludget. We need tcr a leadership c. are, 'How man start wiih the South,Wesr and rhen r..i- ,: --*. :.- :le E\lEA reams. We've got preliminary approval. Can t'lu Si-i'a l:.::.-rLiSh estimate for costs, timing and delivery? Okay speak s...-1.. done by?' People ln HR and I-&D are perceir-ed as :e;;-:.r't rather than proactive business partners. These aren't conversations are the) ::d "Doesn't passive order-takers cosi of120 the particil benefits an I Ther'ie i:tiit-i.c'ii.1ns \\,,e've met without anl :re s.-_uii.rn. We're not sharing "ln fact. *iih \-.,u. \\e.re n..: even sharing the precise nature of the problem or whar the impaci ,--.i ihai i;.rbiem is on the indivlduals involved or the company as a whole. \\'ha'r rre \l-ani \i-ru ro do is pror,rde a training course on demand. And yes, I know that this is noi universal acr..s,. ali ..rqanisa[ions. And yet it is depressingly common, even rn organlsarlrrns \\'here the rhetoric is about business alignment and solving perlormance pr.--i--'1ems. ln reaiity whar is going on is stiil simple order taking lor training/learning inren-enriLrns. In How t o be a kue Business P artner by P ef ornwnc t C onsultiLngr,,, Chartered Business Psychologist and Performance Ct-.nsuiranr \igel Harrison says... "Depending on your perceived role (fbr exampie as 'Training Consultant', '1T Consultant' or 'HR Consultant'), your clienr mav expect you Lo be the person who will deliver their solution lor rhem: and the firsr problem we olten have to deal with ls our clients expeciatitrn thai rve will merely take orders for their designed solutions. -)_6- on11' have ren minutes, but th pnoritles L to deal r,lril not invited COUISCS'. In the early 2" problem. lts ae lts lack ol focu were beginnin, were advised i: The training a: care traininq ; one and that t: heads down a: program was ri in resolving rh, 1r "You can tel1 when a client perceives you as an 'order-taker' because they will give you very little tlme. for example 'l tf organisatic you. We've decided whar the problem is. our thought processes on this girres sounds like s call time per cr were not maca {.,.rt.qxr; I ru q,; x'{ }Lj X{. f i:r RS PI {. r't t, { I.jlrsti.vant)'()11 L()... (,\lLelall.rithel-')111),expecttopasstrnrlnorc:lerttr \r()11. il r.vil1 ntrt takc vcn' lttnql).'' Thc prrrbletr-r is that ilr.tru trrl. _.s : t ti of' tl-re smail _ -;La SupCr\.rsrrr t-: trl train r-__: ,r', 'tlttr'-l ctIr.t'.ir - \. ,. L,' pley lt ir t tL,3t l llr . . lhr,,uglt acri,,n- .1ir.,..: .. .. suspect thal r,ve have al1 sccr] :_ _: :. . -is a disconnect lle[ween thr _.i-,::,_, . T - th. l,,lJcr-.hr1,.rIpr,,tt ht._ i- - _ ffi..ttt ht.hrr iIg t,,r,-.-.r -. .. J* it t.llc-,,n th.. \\,,rh\,T lrcnJ,lt.. - ..,. rrh.rt I r,r). n,,t .r: I tl,, i.l p, r.r. . -_:_. lllr--.]Cr' l,' runJ ,,Ul 1,, :ttltril t tt .. r'11 t11Jl1l.t{e -.r - [.r{r ulllltll',flIi,,n t :hc tl.orkpiace. There : --:: .iitul the w,ay in r.vhich ,. .:t-r rhe $.ork1t1ace relies :-: -t I i-aaltlire ments aS tnUCh i::-..n.'g is inrporlant. ,l)rr -, -:lr:i. it is a tnuch lloore r Although rt'.s bel.ond the sctrpe rrt th,: r- .. . , ,, c.i ,,r(rrlrsaiional clesign I clr recommend that you talk trr Lh. i...tr - , l ,,rg.rnrsaiitrn wht) zre l-r':lr, r1.illl. li'r lt [, ) r-(t\l .]br rrt h, ri . r pro j ecL, I recc,, mencl Naomi .\ra nt o r,l ..l" :.' Collaborative Approach (E1ser,.ie r, Iluuerri !,l.Ll_, j.rn.nrann. 20t15). r,hich is lr;.;l;,:;;iltil::U-'1i: almed at HR prolessronals. Iil i- ILICLLS:: Thc ,-.. learnr: . t: - anc'l inci il., A 1..Ci.: this 1-,., It is c,,- m()sl r-: ..1Ll-.
#tump€mr ffi Changing your Perspective A nurt (-)pctLs be intprisonecl in cl rctorn tvith a door that is ttnlocke d and itlwclrds as long as if rioes nnt occur to ltinr to Ttrll rather thttn push t|ill Ludwig Witrgcn-sre irr tu11-:ine.r lrc rtrrr rnancc 1]rrrl)1enl tO (lclcltrlint- lhe clLts.l t]n ilil\.kind t.)t scale o,..r,, ,,t tni.t,., - is t't,rL si,mclhitlq the r-naiorirl'trl HR ltncl 1-tVI) llroles.Lrrltitls arc usr-rrrl11,askcc1 Ltr expcetccl t() cl(r. Inslc?lcl, tl-rcv lrtc r-tst-tllllv told lr''hat tttolc lt-.tttrillq. i-< anc1, n1olc of[cn tf ian ntrt. u'hat the,solLlttrrt't is thc I A- ltroblcm 5ir]slien is usLral1l'pt'cse rillcd ll1' thc cxecutlve ()r lnanAqcr \\'h() l\ Lu\|r 'n.iltlc lor Lhe pc,,plc rtrltlt rrrc n()t l)crf(rrlr.ting i.r'clL l-her.rarclr'mt'trtion lhc qa, ir-i 1i,h peifc.,rrnanCC rrr orqani-:-rie :--r i,.ie Hr)pkins. I've just came out ol the divisional heads merii:q ,:; ai:- -rr.rui tt'r go lnto another I{arrison sr' l ve only got a lew minutes. \\e ncc.i :. ::. ::.. <-: manage menL trainrng because our teams are har.inga orcL,::-, r:ai-::..i.i-t-ludget. We need tcr a leadership c. are, 'How man start wiih the South,Wesr and rhen r..i- ,: --*. :.- :le E\lEA reams. We've got preliminary approval. Can t'lu Si-i'a l:.::.-rLiSh estimate for costs, timing and delivery? Okay speak s...-1.. done by?' People ln HR and I-&D are perceir-ed as :e;;-:.r't rather than proactive business partners. These aren't conversations are the) ::d "Doesn't passive order-takers cosi of120 the particil benefits an I Ther'ie i:tiit-i.c'ii.1ns \\,,e've met without anl :re s.-_uii.rn. We're not sharing "ln fact. *iih \-.,u. \\e.re n..: even sharing the precise nature of the problem or whar the impaci ,--.i ihai i;.rbiem is on the indivlduals involved or the company as a whole. \\'ha'r rre \l-ani \i-ru ro do is pror,rde a training course on demand. And yes, I know that this is noi universal acr..s,. ali ..rqanisa[ions. And yet it is depressingly common, even rn organlsarlrrns \\'here the rhetoric is about business alignment and solving perlormance pr.--i--'1ems. ln reaiity whar is going on is stiil simple order taking lor training/learning inren-enriLrns. In How t o be a kue Business P artner by P ef ornwnc t C onsultiLngr,,, Chartered Business Psychologist and Performance Ct-.nsuiranr \igel Harrison says... "Depending on your perceived role (fbr exampie as 'Training Consultant', '1T Consultant' or 'HR Consultant'), your clienr mav expect you Lo be the person who will deliver their solution lor rhem: and the firsr problem we olten have to deal with ls our clients expeciatitrn thai rve will merely take orders for their designed solutions. -)_6- on11' have ren minutes, but th pnoritles L to deal r,lril not invited COUISCS'. In the early 2" problem. lts ae lts lack ol focu were beginnin, were advised i: The training a: care traininq ; one and that t: heads down a: program was ri in resolving rh, 1r "You can tel1 when a client perceives you as an 'order-taker' because they will give you very little tlme. for example 'l tf organisatic you. We've decided whar the problem is. our thought processes on this girres sounds like s call time per cr were not maca {.,.rt.qxr; I ru q,; x'{ }Lj X{. f i:r RS PI {. r't t, { I.jlrsti.vant)'()11 L()... (,\lLelall.rithel-')111),expecttopasstrnrlnorc:lerttr \r()11. il r.vil1 ntrt takc vcn' lttnql).'' Thc prrrbletr-r is that ilr.tru trrl. _.s : t ti of' tl-re smail _ -;La SupCr\.rsrrr t-: trl train r-__: ,r', 'tlttr'-l ctIr.t'.ir - \. ,. L,' pley lt ir t tL,3t l llr . . lhr,,uglt acri,,n- .1ir.,..: .. .. suspect thal r,ve have al1 sccr] :_ _: :. . -is a disconnect lle[ween thr _.i-,::,_, . T - th. l,,lJcr-.hr1,.rIpr,,tt ht._ i- - _ ffi..ttt ht.hrr iIg t,,r,-.-.r -. .. J* it t.llc-,,n th.. \\,,rh\,T lrcnJ,lt.. - ..,. rrh.rt I r,r). n,,t .r: I tl,, i.l p, r.r. . -_:_. lllr--.]Cr' l,' runJ ,,Ul 1,, :ttltril t tt .. r'11 t11Jl1l.t{e -.r - [.r{r ulllltll',flIi,,n t :hc tl.orkpiace. There : --:: .iitul the w,ay in r.vhich ,. .:t-r rhe $.ork1t1ace relies :-: -t I i-aaltlire ments aS tnUCh i::-..n.'g is inrporlant. ,l)rr -, -:lr:i. it is a tnuch lloore r Although rt'.s bel.ond the sctrpe rrt th,: r- .. . , ,, c.i ,,r(rrlrsaiional clesign I clr recommend that you talk trr Lh. i...tr - , l ,,rg.rnrsaiitrn wht) zre l-r':lr, r1.illl. li'r lt [, ) r-(t\l .]br rrt h, ri . r pro j ecL, I recc,, mencl Naomi .\ra nt o r,l ..l" :.' Collaborative Approach (E1ser,.ie r, Iluuerri !,l.Ll_, j.rn.nrann. 20t15). r,hich is lr;.;l;,:;;iltil::U-'1i: almed at HR prolessronals. Iil i- ILICLLS:: Thc ,-.. learnr: . t: - anc'l inci il., A 1..Ci.: this 1-,., It is c,,- m()sl r-: ..1Ll-.

Tutor Answer

henryprofessor
School: Cornell University

Attached.

Running head: THE SYSTEM VIEW OF THE ORGANIZATION

The System View of the Organization
Name
Institution

1

THE SYSTEM VIEW OF THE ORGANIZATION

2

The System View of the Organization
The system view of the organization involves the connection of all the external and
internal components that serve different functions but work together to achieve an overall goal.
The System Theory presents the idea that all organizations have sub-systems, and all of them
makes up a larger system. Therefore, any functional subsystem unit, must fit the needs of the
whole organization to ensure the prosperity of the organization. For example, different
subsystems like the Human Resource Department, and the Service Delivery Department makes
up the system.
The view of the system can get defined externally by its purpose and internally by its
subsystems and internal functions. It remains the starting point for proper organizational design
and management that can efficiently respond to competition and the fluctuating custo...

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