There are generally two kinds of responses to this problem -- the church response and the sect response. The church response is to adapt at the expense of the goals and the sect response is value-rational-to maximize goal commitment at the expense of adaptation (Satow, 1975).
EXAMPLE NATURAL -- Management NEED in Business ORGANIZATION
Theories and research concerned with individual performance, employee satisfaction, and reduction of tension between individual and organizational goals deal only with internal aspects of events, relationships, and structures that make up the total organizational system. However, if an organization is seen as an open-energy system, it is apparent that it is dependent for survival and growth upon a variety of energy transfers within the organization and also between the organization and its external environment. It is sure, then, that the internal and external dynamics of such an organization are complementary and interdependent. Modifications in one of these structures have an impact upon the other. This perspective of the organization is similar to the model proposed by Parsons (as noted above in natural systems) (Friedlander and Pickle, 1957)
In a successful company today that needs to meet the needs of its employees and customers, therefore, the manager's task is not only to coordinate functions within the organization, but to relate these internal functions to the organization's societal environment. Lack of concurrent maximization of the organization's components demands a greater focus on the responsibilities of the manager as a systems balancer as well as a mediator of the boundaries of the organization.
As Warren Benis predicts, there will be an increase in goal conflict, increasing confrontation between and among effectiveness criteria. Although the different effectiveness criteria among the variety of organizational functions seems unrelated and divergent, lethargy by management may allow relationships to become negatively related to each other. Management's awareness of these relationships and of how they may change with differing goal structures is a first step toward maximizing future organizational effectiveness.
References
Barnard, C. (1938). The Functions of the Executive. Cambridge, MA: Harvard University
Friedlander, F., and Pickle, H. (1968). Components of Effectiveness in Small Organizations. Administrative Science Quarterly13(2), 289-304
Kanigel, Robert (1997). The One Best Way: Frederick Winslow Taylor and the Enigma of Efficiency. New York: http://www.leaonline.com/entityImage/?code=200B
Kloos, B., McCoy, J., Stewart, E., Thomas R.E., Wiley, a., Good,- T.L., Hunt G.D., Moore, T. And Rappaport, J. (1997) Bridging the Gap: A Community-Based, Open Systems Approach to School and Neighborhood Consultation. Journal of Educational and Psychological Consultation 8(2), 175-196
Satow, R.L. (1975) Value-Rational Authority and Professional Organizations: Weber's
Missing Type. Administrative Science Quarterly, 20(4) 526-531.
Selznick, P. (1957). Leadership in Administration. Evanston,…
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