Open, Natural and Rational Organizational Models - Coursework Example

Running Head: Rational Approaches to Organization Open, Natural and Rational Organizational Models [Client’s Name] [Affiliation] 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 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 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 is appealing is allows 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). 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 rational approach to organizations eliminates unnecessary processes and promotes efficiency, managers are compelled to use it. Lastly, managers are attracted to use the rational approaches to organizations and organizing because the approach allows them to gather support from establishes common grounds within the network (Baron & Greenberg, 2008). This is because the rational approach to organizations emphasizes specialization and coordination. This approach allows everyone within the organization to keep track of the events and the management activities that take place (Mondy & Premeaux, 1992). Because rational approach to organizations are objective, measurable, repeatable, and can be validated, every person involved in a specific task can keep track of the progress of the project or undertaking. Moreover, collaborative decision making and problem solving can be done since each and everyone in the team knows what needs to be done, are familiar with the process, and are aware of the objective requirements in meeting the goals of the organization. The Natural System Model In stark contrast with the rational model is the natural model. The natural model of organization and organizing does not see individuals comprising the organization as merely pawns or pieces of a large puzzle. This model completely eradicates the notion that organizations exist to perform certain goals. Rather, natural systems take more focus on the social context of organizations. It looks at how social interactions in the minutest levels can be exploited to allow organizations to achieve goals and meet objectives (Meggison et al, 1992). Most managers would find the natural model of organizations appealing for two reasons: first, managers can use the knowledge about various human behaviors and motivations to pursue their objectives; second, managers can create stronger, more interdependent teams using the principles of various social sciences like psychology and sociology. Because the natural model does not look at organizations as mere bodies assembled to perform certain functions but rather a complex system composed of individuals with differing goals, perspectives, it takes into serious considerations the subjective aspects of human beings like their emotions, perceptions, motivations, and the likes. Managers can elect the help of their constituents to achieve goals and objectives by focusing on the elements that motivate their organization (Mondy & Premeaux, 1992). For example, if the organization collectively reacts with achievements as a source of satisfaction and productivity, managers can maneuver the organization to accept more challenges to satisfy the organization as a whole. According to Kerr (1975, p.772), organizational behavior is able to influence the overall direction of the organization because individuals comprising the organization tend to move towards this direction. Similarly, managers would need to understand the applicable principles of social and psychological sciences to achieve its goals and objectives. The managers must also understand how social networks affect organizational behavior and productivity. Positive interaction within the organization increases the probability of having objectives met because of the increased number of positive influences and motivations for the people involved (Hollway, 1991). By understanding how social systems of the organization operate, managers can modify or innovate systems that would allow it to exploit the collective behaviors of the organization and turn these collective behaviors to its advantages. By understanding social processes and meeting the social and personal needs of the individuals comprising organizations, managers will be able to achieve the goals and objectives of their organizations. The Open System Model The open system model is, in a way, a more advanced approach to organizations as it does not only focus on the tasks or the individuals comprising the organization. It looks at the bigger social and goal-oriented contexts where the organization belongs. The original proponents of an open system argue that organizations are composed of independent and interdependent parts that work together to achieve very specific goals. Because the systems comprising the organization are independent, they self-regulate depending on the external feedback (Luhmann, 1995). But because the systems are interdependent, they process external feedbacks and work together to achieve the desired goals. Managers benefit from the open system of business management in many ways. An open system is a system that allows the organization to interact with its immediate environment by providing and acquiring information and responding appropriately to these information in order to perform strategic decisions (Mondy & Premeaux, 1992). Clearly, all businesses are open systems but not every one of them realizes it. Most businesses take for granted the wealth of information they derive from their transactions. Organizations that are able to understand the importance of the principles of an open system create new opportunities for growth and development. The implications of an open system to organization on managers are simple: first, a well managed and fully operational open system creates a wealth of information that could help managers in the decision-making and problem solving processes (Baron & Greenberg, 2008). Second, an open system to organization allows managers to predict and analyze operations, marketing, and administrative trends in order to prepare the organization for possible strategic steps Baron & Greenberg, 2008). With all information that is readily accessible to managers in an open system, managers can carefully choose their steps to resolve potential threats, make appropriate decisions, and solve complex problems. Conclusion The discussion shows that thorough understanding of the role of managers as well as the nature and context of organizations can aid decision making and problem solving process. This is because for each nature and context of organizations, different models of organization offer different advantages that managers can use to pursue and achieve goals and objectives. While the various advantages offered by each model are very different from each other, managers can choose whichever approach is appropriate for the contexts where they operate. The advantages these models present are applicable in various situations with the aid of the knowledge, skills, and competencies of the managers implementing them. 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). 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