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Essay / Research Paper Abstract
A 5 page paper discussing points raised in Kast and Rosenzweig's (1992) "System concepts: pervasiveness and potential," whether they have been useful over the years and whether they will continue to be. The answer to both questions is yes, particularly as the competitive environment of business continues to intensify. The organization operating as an open system seeking to both grow and maintain dynamic equilibrium has a greater awareness of its employees' personal goals as well as its own needs for establishing and maintaining competitive advantage in its industry. Bibliography lists 1 source.
Page Count:
5 pages (~225 words per page)
File: CC6_KSmgmtOpenSy.rtf
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Unformatted sample text from the term paper:
The 1980s was a time of wrenching change in business in the US. Manufacturing had been set on its collective ear by the influence of consumer discovery of
Japanese quality not only in cars but in all other manufactured goods, and US business had found the necessity of efficient operation. The end of the decade was witness
to the beginning of the great waves of downsizing that washed through all industries, affecting management personnel more than production workers for the first time.
Many organizations turned to Total Quality Management (TQM), while others made weak attempts to emulate the "Japanese" system before labeling it a failure in American business. Some
organizations were successful after realizing and adopting the underlying management philosophies, but some theorists were forming new views of the structure and function of organizations. At the time that
James Champy was promoting reengineering, Kast and Rosenzweig (1992) were explaining organizational function in terms of open, dynamic systems. The Systems Concept
Kast and Rosenzweig (1992) define the business organization as a "man-made system which has a dynamic interplay with its environment ... a system
of interrelated parts working in conjunction with each other in order to accomplish a number of goals, both those of the organization and those of individual participants" (p. 44).
According to the authors, managers within the organization can use the concept "dynamic equilibrium" to better coordinate their efforts. The result should be integration of the several parts into
a "meaningful total system" (Kast and Rosenzweig, 1992; p. 44). Within the authors concept of the open system organization is a concerted effort
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