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Doctorate Degree in Social Sciences and Organizational Development -- Executive/Life Coach russkdecker@yahoo.com

The Ever-Changing SYSTEM in Organizations



Written By: Dr. Russ K Decker





            To better understand the contextual framework about the present state of organizational development, I will utilize information found on systems theory that shapes organizations as a relational field influenced by theory, research, and practice.


Theoretical Framework For Change
          Theory is utilized to better understand the process of why and how beyond the what, as theorists begin to understand organizations regarding the ways they perform and relate through observations and experiences. Theory is a kind of discourse that seeks to generalize information into a certain framework to compare similarities and differences (Bengtson, 2005). From a positivist (first-order thinking) perspective, theory is basically a set of concepts used to explain social phenomena. Therefore, a theory should explain why different individuals with the same stressors have different outcomes at different times over the course of their career. It is within the interaction between two entities (age, culture, society, etc.) that develops a better understanding of group phenomenon. Within this paradigm, systems theory integrates multiple frameworks to form ideologies and perspectives. Through the components of systems relations perspective, two sociological theoretical constructs are discussed: 1) structural functionism; and 2) symbolic interaction. I will briefly explain these two theories and show how they are integrated with one another.  

            

Structural Functionism
           Structural functionalism views the organization as a structure of related parts or multiple subsystems, with each part carrying out various functions.  It regards to organizations as systems and subsystems by examining (1) how the organization organizes itself for survival and (2) what functions it performs for its members (Strong, 1993). From this lens, there must be structure and roles for the organization. As values, norms, roles, and rules take shape, the functionality of the organizational system conforms to the greater system of society. Likewise, organizations need structure, hierarchical lineage, and standards. Managers must follow guidelines, meet deadlines, and be held accountable. According to this theory, there is greater function within the organization when the whole shares a set of beliefs, preferences, and attitudes (Bengtson, 2005).

Symbolic Interaction
            Symbolic Interaction theory is the second layer, and adds an additional dimension to understanding organizational systems. This theory posits that individuals gain meaning about the world by their interactions (communication, language) between their social and physical environment. Moreover, the interactions are important by understanding beliefs, rules, and roles people adopt (Rank, 1983). As these interactions occur, individuals have the opportunity to both expand and strengthen their relational bonds with one another. Not surprisingly, negative interactions hold power as well and can be viral while decreasing productivity and compromising organizational culture. Through this interaction, individuals respond to the processes according to their social environment, which in turn defines value and meaning. These values become symbolic, as the individual develops meaning around human behavior. As the individual seeks meaning through relationships and other social constructs, the process of defining self becomes fluid. Furthermore, it is clear that all aspects of life are fluid, meaning; the world around us is continuously changing. For organizations to be effective and profitable, they must understand this concept and act accordingly.
          Based on these two theories, system theory integrates structural functionalism and symbolic interaction to solve problems, make decisions, maintain balance, and achieve goals (Day, 1995). Organizations collaborate to construct their own realities and form alliances to support and empower. Madden-Derdich (1999) described organizational systems emphasizing the importance of renegotiating relational interactions as an ongoing process. This process involves shifts in interpersonal closeness, emotional support, and relationships.  The crux of system theory is conceptualized by two major influences described by Bengtson (2005): 1) All organizational systems are made up of smaller subsystems; and 2) The system is more than the sum of its parts. The analogy of a clock can be demonstrated to show the importance of a system. If one tiny spring is not attached properly to the clock, it will not function. From a systems perspective, all members of the organization need to be active participants for the team to function properly.
           
      Lastly, an organization has great power to resolve, mediate, restructure, and use language as a changing agent. In addition, the organization is comprised of a network of people who bring meaning and intentional interactions to the “team.” Team is recognized as a concept, which incessantly changes and adjusts overtime (hence, the ever-changing system).
     
If you are interested in maximizing team efficiency and effectiveness while increasing profitability, please contact Dr. Russ K Decker.
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