Open System Management Approach- A Prism
An open management system is a system that continually exchanges feedback and allows the external to interact with the organization (Chiva, Ghauri & Alegre 2014). This paper is a script of the organization I used to work in that followed open system management approach. The open systems have open or porous boundaries that help in exchanging feedback inside and outside of the business. This paper reflects on my experiences, benefits and drawbacks in the organizational context.
According to Scott, Davis & Scott (2015), leadership and management approach has a significant impact on an organization. In my organization, the management followed anthropologic dimensions concerning the controlling expectations of an employee, influence over control processes, and internal control. The leader in my organization gave a high level of control to the employees in the organization so that they could control situations in the organization. For example, the employees could contribute by estimating the amount of resources to run the processes efficiently. The characteristics of an enterprise are determined by its leadership style and vice versa.
The organization also measured the leadership in social dimensions such as equality, uniformity and individuality. The management managed me and my peers differently based on their abilities, preferences, talents, and manner of thinking. The leaders created equal chances for everyone and they acted as mentors. We were also given spaces for dissent as different people had different opinions on issues. The organization did not have any discriminating barriers that helped me gain higher position in fairly short time. The members in my organization always tried to attain new ideas and innovations. They also worked hard in developing teams (Engelen et al. 2014).
The organization also provided a clear picture of effective problem solving. For instance, my manager asked for justification of poor performance in the second quarter of the year. My peers collectively solved problems and determined the real causes behind it. There were technical issues in the management that had to be taken care of. With the interactive culture, the manager took care of the technical issues as addressed by the employees. Looking at the financial results of the next quarter, there were remarkable improvements in the organization. This proves that having an interactive culture where both parties are open and acceptable to feedbacks and criticisms, the overall performance of the organization shall improve (Lewis & Usher 2013).
The organization further mentioned the cognitive dimensions such as involvement of the employees or reliability on decisions made by them. My organization had open aspects in the social dimensions as there was sufficient transfer of knowledge between my manager and myself. My manager believed in the fact that human knowledge is vast and better solutions are inevitable. The goals and objectives set by the manager were not fixed. It served as guidance for me and my peers for formulating our individual goals based on the organizational objectives. My organization also followed a culture of feedback and critics so that the leaders could improve their performance. The culture and relationship between the manager and us was like a partnership (Gulliford 2013).
The open systems management approach proved beneficial for my organization as it gave the managers to forego the control of his employees. We were able to take initiatives and control of our work. I got more flexibility for development and creation as the rigidity in the hierarchical structure was less. We led to greater innovations and organizational learning as we continually searched for experiments. The open systems approach management focuses on achieving results daily. The people in my organization got involved in urgent and important matters. My team members have a clear understanding of the project which enables them to communicate effectively (Haines 2013).
However, I faced certain issues in my organization. It took a long time to plan, foresight or push through my decisions in the organization. As my manager expected more from me, it also resulted in immense stress, fear and lack of orientation. The decisions also backfired due to participation in all events and issues. The open characteristics in the organization caused resistance and refused control. This created greater dissatisfaction in the organization about the existence of control (Lewis & Usher 2013).
Conclusively, as the systems are open, there is better communication and planning. It is not easy to adjust in an environment of openness. Every organization requires a mix of open and closed system management approach. In my opinion, the openness and closeness depends on the situation. Every organization must be flexible in nature.
Chiva, R., Ghauri, P. A & Alegre, J., 2014. Organizational learning, innovation and internationalization: A complex system model. British Journal of Management, 25(4), pp.687-705.
Engelen, A., Flatten, T.C., Thalmann, J. & Brettel, M., 2014. The effect of organizational culture on entrepreneurial orientation: A comparison between Germany and Thailand. Journal of Small Business Management, 52(4), pp.732-752.
Lewis, S.C. & Usher, N., 2013. Open source and journalism: Toward new frameworks for imagining news innovation. Media, Culture & Society, 35(5), pp.602-619.
Scott, W., Davis, G. and Scott, W., 2015. Organizations and organizing: Rational, natural and open systems perspectives. 3rd ed. Upper Saddle River, N.J.: Pearson Prentice Hall.
Gulliford, R., 2013. The Role of Personality in Assessing Management Potential.Management Decision, 30(6).
Haines, S., 2013. The systems thinking approach to strategic planning and management. Boca Raton, Fla.: St. Lucie Press.