New Paradigm of Systems Thinking - Essay Example

New Paradigm of Systems Thinking Introduction Organizations belonging to this modern day context seem to be quite dynamic as they constantly interact with various external forces. The business circumstances that an organization faces in present day context are different from past times. Furthermore, the changing lifestyle of consumer and technological innovation act as significant reasons for change within organizations (Brown & Harvey, 2006). With this concern, the assignment is based on creating a new paradigm of system thinking regarding evolving view of ideal future for an organization namely Microsoft. A Brief Overview of System Thinking System thinking is regarded as a vital tool for understanding organizational changes. Organizations can be observed as a system and like a typical system, these can develop through iteration or progression. Furthermore, unless an organization gets liquefied through insolvency or acquisition, it tends to change its way of operation gradually. Thus, in order to provide active support to Microsoft Corporation in enhancing its varied services, there lays the requirement of developing an effective system thinking approach. Thus particular approach observes an organization as a complex system wherein small activities and changes in one unit influence on other units. Thus, in order to attain greater success, Microsoft will require visualizing the big picture and accustom to essential trends as well as patterns of consumers’ preferences or tastes (CPS HR Consulting, 2012). Paradigm for System Thinking System thinking can be a preferred choice for Microsoft, as this will aid the organization to cope up with the prevalence of extreme business market competition in the respective industry where it operates and strengthen its technological stability among others. Paradigm in this context is a useful construct, which help to form an effective thinking concerning organizational system. One of the new paradigms in the context of system thinking is leadership paradigm (McGraw Hill Education, n.d.). The following figure demonstrates the leadership paradigm in system thinking. Source: (Henry, 2013) The above figure demonstrates that there are various levels of paradigm in system thinking, where scientific paradigm is the dullest line of system thinking. This is because external environmental factors are not addressed properly in this paradigm. In this level of system thinking, the purpose is to identify standard and radical change in the context of scientific paradigm. Contemporary paradigm restricts the field of discovery to a certain discipline. In this level of system thinking, the decisions made are specific to a discipline, but comprehensive enough to inspire and escalate different perspectives of change. The transformational paradigm of system thinking considers organizational theory with proper leadership model. In transformational paradigm, management philosophies become crucial for making decisions and taking actions. In this level of system thinking, decision-making procedure is subjects to an organizations’ strategic fit and goals. Leadership paradigm is the strongest as well as the most distinct paradigm of system thinking. In this level of system thinking, leaders assume their duties to manage modern organizations in the ever changing world, which is influenced by constant improvement of technology. Leadership Paradigm In this present day context, it has been ascertained that Microsoft is facing challenges of increased complexity, which required coping up with the altering business setting and differed customers’ preferences. In this context, it is quite clear that in the organizations like Microsoft, the requirement for proper leadership is critical in order to sustain and to enhance the efficiency level. Leadership is extensively categorized into paradigms of classical, transactional and visionary philosophies. Each of these paradigms plays an imperative role towards the development of a particular organization (Tosi, 2009; Greenwald, 2008). Conceptually, the classical as well as the visionary leadership paradigm concentrates on developing the focus through getting shifted from intrinsic traits to personal and interactive qualities. These qualities are demonstrated in the ways of working that inspire others to perform towards attaining predetermined organizational goals. On the other hand, transactional leadership concentrates positional or nominated role in a structure with hierarchical superiority between leaders and subordinates. In transactional leadership, the focus is on effectiveness and itemization of tasks to individual performance, where success is evaluated against industry standards. This leadership paradigm has developed from rationalist-scientific management viewpoint during 1970s and is considered as bureaucratic with concentration of task management, delegation of authority and performance evaluation. During 1980s and 1990s, new ideas have emerged wherein the leaders necessitate creating a culture of collective mission for attaining intended organizational goals (Greenwald, 2008; Tosi, 2009). New Leadership Paradigm of System Thinking Visionary and transformational leadership have gained much popularity during 20th century for driving organizational development. Microsoft was seen to possess strong as well as quality principles followed by effective leaders who tried to communicate the vision and develop a sense of shared mission among the subordinates. The organizational leaders of Microsoft have performed through charm, stimulation and explicit set of values. However, in developing new paradigm, there is need to consider that these popular perceptions or qualities of leadership are durable (Jones, 2013). In order to develop new paradigm, much is required to be learned from extensive arrays of leadership that progressed over preceding years. It is worth mentioning that every historical period has its own social, economic and technological aspects that broadly determine how employees and organizations perform. These aspects also influence expectations, requirements and understandings of leadership. The present 21st century is characterized by globalization and technological advancement that creates open and instant access to information and rapid communication. This new evolving business environment is changing the capability of the consumers, stakeholders and the employees to become more involved and influence the business of Microsoft. Specially mentioning, certain significant changes in the type of relationship within the organization can be witnessed. Hence, for upcoming future of Microsoft, there lays the requirement of organic leadership paradigm. Organic leadership paradigm is less concentrated on command along with control mechanism and highly concentrates on acting ethically and responsibly by shared leadership procedure (Chartered Institute of Personnel and Development, 2008; Scott & Davis, 2007). The following table demonstrates the new leadership paradigm relevant to Microsoft. Leadership paradigm Applied through Concentrate on Classical Command, control, power, authority Leader Transactional Mechanistic works and rewards Tasks and superiority Visionary Stimulation, charisma and transformation Leader and subordinate relationship and shared mission Organic Relationship, involvement and shared responsibility Sustainability and capability improvement Source: (McGraw Hill Education, n.d.) From the above table, it can be stated that unlike other previous leadership paradigms that concentrate more on a single leader, command and control mechanism, organic leadership is implied through development of positive relationship, increased involvement of employees in organizational process and generation of shared responsibility amid subordinates. This appeals on the idea of human ecology, evaluate human relationship and business environment and focuses on interdependence as well as interconnectivity. Organic leadership paradigm is less bureaucratic, flexible and reactive, enabling leadership practices to appear from any level when required. For Microsoft, organization leadership can generate the capability to act effectively on identification of challenges and opportunities in the respective markets wherein it operates. Therefore, this new leadership paradigm can help to ensure sustainable imnprovement in Microsoft by a certain extent. Ethical Considerations Leaders’ activities require incorporating three key criteria namely proficiency, obligation and dependability. These characteristics are essential in order to make effective ethical decisions. Lacking capabilities in any of these three fields can prove disturbing outcome. Deficiencies in ethical principles can cause crisis in organizations like Microsoft. In this context, it can be stated that collective and ethical characteristics of organic leaders ensure leadership procedure to be positioned towards commonly negotiated objectives (Argandona, 2008). Unique Perspectives of Scholar Practitioner Leadership Model Present organizations waste considerable amount of money on appointing individuals to leadership positions. However, in several circumstances, leaders are unable to generate positive influence on the performance of employees along with organizations. In this regard, the Scholarship, Practice and Leadership (SPL) model provides insight that constant learning is essential in order to become an effective leader. The SPL model integrates lifelong learning, workplace support and the capability to exercise positive encouragement in personal as well as professional life (Huffman & Moss, 2008). Gap in Literature Irrespective of considerable significance in the area of new leadership paradigm, this field has not been explored properly. Very few literatures have been found concentrating on the new leadership paradigm in order to develop organizational systems. Furthermore, significant gap can also be apparently noted in the area of leadership development literature. Since most of the existing senior leaders who formed the baby boomer generation are getting retirement, there lays the need for a new paradigm by using a new model. In this context, SPL model will be useful for developing the overall performance of Microsoft. However, no specific works have been conducted on the utilization of this model for development of such organizations. Thus, in order to fill the gap, it is worth to conduct wider research demonstrating evidences regarding how to accomplish development and improve overall performance. Conclusion From the above analysis and discussion, it can be stated that in order to deal with the challenges of new business environment, there lays the requirement for new paradigm on leadership. The new paradigm is highly suited to the requirements and the issues of the 21st century that faced by Microsoft. It invites more involvement of employees and shared responsibility across organizations. The organic leadership paradigm will allow Microsoft to form a better connectivity between individuals as well as the environment. Furthermore, the new paradigm will also foster creative thinking and bring about innovative ways of performing that are quite vital for Microsoft to gain immense success in future. References Argandona, A. (2008). Integrating ethics into action theory and organizational theory. Journal of Business Ethics, 78(3), 435-446. Brown, D. R., & Harvey, D. (2006). An experiential approach to organization development. India: Pearson Education. Chartered Institute of Personnel and Development. (2008). Engaging leadership: creating organizations that maximize the potential of their people. Retrieved from http://www.cipd.co.uk/NR/rdonlyres/F72D3236-E832-4663-ABEC-BCC7890DC431/0/Engaging_leadership_STF.pdf CPS HR Consulting. (2012). Using systems thinking to achieve results in organizational development. Retrieved from http://www.cpshr.us/documents/whitepapers/SystemsThinking_2012_fnl.pdf Greenwald, H. P. (2008). Organizations: management without control. United States: SAGE. Henry, B. C. (2013). New paradigm of systems thinking. International Journal of Economics, Finance and Management, 5(5), 351-355. Huffman, L., & Moss, G. (2008). Scholar-practitioners building learning communities in practice: engaging curriculum, engaging learning. scholarlypartnershipsedu, 3(1), 5-24. Jones, G. R. (2013). Organizational theory, design, and change. India: Pearson Education. McGraw Hill Education. (n.d.). A paradigm for leadership. Retrieved from https://www.mcgraw-hill.co.uk/openup/chapters/9780335246243.pdf Scott, W. R., & Davis, G. F. (2007). Organizations and organizing: Rational, natural, and open system perspectives. New Jersey: Pearson Prentice Hall. Tosi, H. L. (2009). Theories of organization. Canada: Sage Publications. Read More