The paper "Analysis of Organisational Systems" is a great example of management coursework. Organisational systems have been subject to major scrutiny over the years. Determination of an ideal organisational system is an uphill task based on a number of factors; these include an organisation’ s set objectives, structures within the organisation, both formal and informal, environment, technology and so on. Three common organisational systems approach include the rational system approach, the natural system approach, and the open system approach. The rational system is best defined as a classic organisational principle oriented towards its objectives and how to achieve them.
Formality is inherent within this system, thus organisational behaviour is shaped based on the formality that exists from within (Millet, 1998). It can, therefore, be concluded that formalisation is an effort to pre-determine behaviour by regulating the same. As opposed to the rational paradigm, the natural model views an organisation from the viewpoint of not only aiming to achieve its objectives but also takes into account other significant issues. An organisational structure is viewed as a body that has needs that it seeks to fulfil.
Therefore, based on the natural system, an organisation desires to maintain the equilibrium of its different needs and objectives (Flynn & Hodgkinson, 2001). According to the open system, an organisation’ s system is characterized by the external environment in which it operates. As a result, a state of balance is created between the organisation and its external environment. Information regarding the balance between the organisation and its environment is known as feedback. It can, therefore, be concluded that in the open system approach the organisational behaviour is pretty much determined with the environment in which operates. The aim of this paper is to critically analyse these three organisational systems approach, namely, natural and open system, and to identify and evaluate the benefits associated with these three. Managers prefer the rational system approach to the organisation because, through the existence of formalisation within the rational system, indecisiveness is eliminated.
Indecisiveness often leads to anxiety, mayhem and unrest in several organisations, thus its elimination is a significant benefit to the organisation. If a formalised structure is entrenched within an organisation, the organisation can assume different positions but the inherent structure shall remain (Scott & Davis, 2007). Another advantage attributed to formalisation as a process within the rational approach system is that it objectifies the structure, that is, it makes the specified tasks and relationships to lean towards the organisation’ s objectives to the active stakeholders made up of employees and the management (Scott & Davis, 2007). Managers also find the rational system approach to the organisation attractive because it provides logic for action under various circumstances.
Presently, it is virtually impossible to come across an organisation that has not implemented a rational system in one way or another.
For instance, organisations that apply the use of charts, workflow, best practices or regulatory procedures advocate for the rational system (Taylor, 2006). Boyle (2001), reasons that the rational systems approach distinguishes the line of authority and job tasks in a proper manner. He emphasizes that according to this organisational system, relationships in terms of authority are visibly hierarchical with formal rules that govern job tasks that are properly defined so as to achieve set objectives. A typical example is that of health care workers who offer services that are regulated by clear policies.
The question here then is, can the rational organisational system influence the efficiency of a health care team? If you look at it from the affirmative angle, the rational system approach can be used to analyse profitability changes within the health care system. Is the continuous shift from specialized control to managerial control affecting efficiency in terms of billing, patient care, or the system’ s profitability? The rational systems approach mainly focuses on a variety of issues that are ethically related.
These issues could take the form of disobedience, routine procedures, organisational customs, and whether strict adherence to laid rules amounts to positive or negative results. The rational approach identifies and addresses problems in areas such as analysis and discipline of employees, for instance, how indiscipline is tackled and the criteria for promotion, it also looks at what measures ought to be taken when the organisation’ s stipulated rules threaten to put the patient in harm's way. With respect to billing, this approach addresses issues such as who is authorised to input codes on patients charts and if the physicians are allowed to delegate coding tasks to their subordinates, in other words, this analysis is aimed at ascertaining whether the formal coding and billing structure assigned to clinicians is the origin of irregularities or if this could be as a result of procedure and policy violations.
Looked at from this angle, it is worth noting that rational approach enhances efficiency since underlying problems are easily identified and rectified, it also facilitates coordination among the health workers and other members of staff.