Essays on Open, Natural and Rational Organizational Models Coursework

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The paper "Open, Natural and Rational Organizational Models" is an outstanding example of management coursework.   Organizations play very important roles in achieving common goals and objectives. Organizations provide more strength and better support to individuals to allow them to achieve common goals through collective efforts. However, different organizational models exist to explain the nature and contexts of organizations. Three popular models are the rational system model, the natural system model, and the open system model. Each of these models is able to explain in part organizations, their contexts, and their nature of operations.

Hence, different organizational models offer different advantages to managers since they offer various ways and methods that managers can use to handle and manage their organizations. The Rational System Model A rational system follows (a) a specific goal and (b) formality. Since organizations function to achieve goals, the rational system approach specifies goals and structures the organization in an appropriate manner, matching tasks with resources. Formalization refers to the documentation and standardization of the processes taken in organizational management (Meggison et al, 1992). A rational system to organization looks at the efficiency in obtaining the output.

It also looks at individuals and systems as objects with functional roles in the larger scheme. The strong demand for competition in today’ s economy pushes organizations to adapt easily to the changes brought about by various social, political, economic, and cultural factors (Stewart et al, 2003). Organizations are forced to make effective, appropriate, and apt decisions for every problem they encountered in order to keep up with the competition and to remain operational (Meggison et al, 1992). As individuals responsible in achieving organizational goals, managers are forced as well to come up with the best approach to problem-solving and decision making that could not only be proven effective but should also be repeatable, reliable, and valid; hence, the scientific or rational method for organizational management. There are at least three compelling reasons why managers find rational approaches to organizations and organizing appealing.

First, rational approaches to organizations and organizing provide a framework to decision making (Meggison et al, 1992). The approach also allows objective assessment to management (Poister & Streib, 1999). Organizations require decision making and problem-solving processes that are easy to trace, modify, innovate, and control.

Decision-making processes that follow definite steps are easy to implement on any other issues that require decisions. So whenever the organization faces another set of problems, it is easy for it to use the method that brought successful resolutions to previous issues. Moreover, since the rational approach is repeatable and can be subjected to reliability tests, any failures or successes in the decisions previously made can be modified or altered based on the applicability of the solutions to the existing issues. The second most compelling reason why rational approaches to organization and organizing are appealing is allowed effective and efficient problem solving, management, and implementation.

Rational approaches to organization lessen or eliminate the complications of the decision making or problem-solving process since the rational system maximizes efficiency and productivity (Stewart et al, 2003). A rational approach to organization eliminates potential causes of inefficiencies, effectively manages solutions and alternatives, and streamlines approaches to implementation. This is because the rational approach takes into consideration various constraints of the organization and project the most appropriate course of action given these organizational restrictions (Baron & Greenberg, 2008).

Since the rational approach to organizations eliminates unnecessary processes and promotes efficiency, managers are compelled to use it.

References

Baron, R. & Greenberg, J. (2008). Behavior in organizations. 9th edition. Pearson Education Inc., New Jersey

Hollway, W. (1991). Work Psychology and Organizational Behavior: Managing Individual at Work. Sage Publications Ltd. May.

Johns, G. (2006). The essential impact of context on OB. Academy of Management Review, 31, 386-408.

Kerr, S. (1975). On the folly of rewarding A, while hoping for B. Academy of Management Journal, 18, 4, 769-783.

Luhmann, N. (1995) Social Systems. Stanford: Stanford University Press

Meggison, L. Mosley, D. & Pietri, P. (1992). Management Concepts and Applications. 4th Edition. New York Harper-Collins Publishers.

Mondy W. & Premeaux, S. (1992). Management Concepts, Practices and Skills. 7th Edition. Englewood Cliffs. Prentice Hall.

Parsons, T. (1991). The Social System. Routledge. London

Poister, T.H. & Streib, G. (1999). “Strategic Management in the Public Sector: Concepts, Models, and Practices,” Public Productivity & Management Review, 23(3);308–325

Stewart, N., Chater, N., Stott, H. P., & Reimers, S. (2003). Prospect relativity: How choice options influence decision under risk. Journal of Experimental Psychology: General, 132, 23– 46.

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