Management Systems and Critical Thinking Order Instructions: Systems Thinking Below are 4 main points to address in this paper, the writer must carefully read the instructions and address all the component of this paper as indicated in the order form below.
APA is critical and the writer must use sources of not more than 5 years old.
It seems to be taken on faith that systems not only influence but can actually determine the behavior of people and organizations. After all, systems are used in countless situations, from personal to professional, to achieve desired results. For example, this course is taught by implementing a system that includes measurable Learning Objectives to clearly delineate what you are expected to learn. If you successfully do so, you will probably agree that the instructional system generated positive results.
In your Learning Resources for this week segment, systems thinking is examined and examples are given of both positive and negative results. Laufer (2012) uses true stories to illustrate how a wide variety of projects were impacted by systems. Senge (2006) explains how prevailing management systems remain in widespread use, even though they often fail. Luntz (2011) applies the key principles of winning business strategies to organizational systems. In a 2-page minimum word document,
– Explain how systems generate behavior and how organizations use this effect to their advantage.
– Then, describe at least two common system archetypes and explain how they can have a negative impact on organizational performance.
– Next, explain how measurement and reward systems sometimes undermine organizational performance. Give examples from personal experience or the assigned resources.
– Recommend how you would apply project leadership principles to mitigate these negative effects.
Management Systems and Critical Thinking Learning Resources
Readings
• Laufer, A. (2012). Mastering the leadership role in project management: Practices that deliver remarkable results. Upper Saddle River, NJ: FT Press.
o Chapter 1, “Developing a Missile: The Power of Autonomy and Learning”
Project priorities and constraints differ according to the system in which the projects exist. Project leaders need to be change agents with the ability to think differently to achieve success.
o Chapter 2, “Building of Memory: Managing Creativity Through Action”
Project leadership is a complex and dynamic role that relies heavily on relationship building. Leadership styles change based on personalities, relationships, and contexts in order to build versatile, successful, and responsive project teams.
o Chapter 3, “Flying Solar-Powered Airplanes: Soaring High on Spirit and Systems”
Project leadership necessitates the ability to build open and collaborative relationships within project teams. Nurturing individuals can profoundly impact organizational environments, project teams, and project success.
• Luntz, F. I. (2011). Win: The key principles to take your business from ordinary to extraordinary. New York, NY: Hyperion.
o Chapter 3, “People-Centeredness”
Luntz discusses the qualities of people-centered individuals. He goes on to introduce us to words that work, such as, “I’m listening.”
o Chapter 4, “Paradigm Breaking”
The author offers insight on the need and overall impact of paradigm breaking. Valuable lessons include “embrace risk” and “communication matters.”
o Chapter 5, “Prioritization”
Winners are remarkably efficient and effective time managers, who are able to recognize and articulate what matters the most. They are also articulate and consistent communicators. Luntz combines these skills and presents an overview of the concept of “prioritizing communication.”
• Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. New York, NY: Doubleday.
o Chapter 1, “Give a Me a Lever Long Enough…and Single Handed I Can Move the World”
Senge introduces the five disciplines of the learning organization and the concept of systems thinking and discusses how to leverage within a system to obtain the greatest results.
o Chapter 2, “Does Your Organization Have a Learning Disability?”
Senge explains the seven “learning disabilities” that can lead to organizational failure. He goes on to explain how the five disciplines can be used to alleviate the seven “learning disabilities.”
o Chapter 3, “Prisoners of the System, or Prisoners of Our Own Thinking”
Senge provides an example that illustrates the dynamics between the five disciplines and the seven “learning disabilities.”
o Chapter 4, “The Laws of the Fifth Discipline”
Senge introduces the eleven laws of the five disciplines. These include “there is no blame” and “the cure is worse than the disease.”
• Aronson, D. (1998). Overview of systems thinking. Retrieved from http://www.thinking.net/Systems_Thinking/OverviewSTarticle.pdf
The author describes systems thinking as an approach to problem-solving that considers how things influence one another within a whole. Solutions address how all parts of a system affect and interact with each other.
• Seiler, J. H., & Kowalsky, M. (2011). Systems thinking the evidence from colleges of business and their universities. American Journal of Business Education. 4(3), 55–61.
This study investigated the prominence of teaching systems thinking among highly rated business schools in the United States. The authors conclude that increasing importance should be placed on teaching systems thinking at the graduate level.
Management Systems and Critical Thinking Sample Answer
System Thinking
Question 1
Systems such as information technology generate behavior that changes the decision-making process. Specific information systems not only support the decision-making process but also supports operation and management. These systems affect how people interact while supporting the businesses processes (Luntz, 2011). Organizations use the information system to save on costs. For example, organizations can use information technology to eliminate middle managers and the clerical staffs by sending the required information from the operating units directly to the organization senior management.T he uses of information technology systems makes organizations to operate as virtual companies since they are not limited by the geographical location (Aronson, 1998).
Question 2
The two types of archetypes that can have a negative impact on organization performance include limits to growth and accidental adversaries.
Limited growth
Unprecedented growth emerges when a reinforcing feedback process becomes a strenuous process until the system gets to its peak. When the development halts due to limits from outside or inside the system these limits are not easily recognized.T his means that the old methods are applied continuously and they become contrary to the desired state (Senge, 2006).
Accidental Adversaries
When two subjects work together because of the potential benefits from the alliance, each of them takes actions assuming that it will generate greater benefits. The problem begins when the two need to fix a performance gap. Fixing the gap can accidentally undermine the success of each subject resulting in resentment or frustration among the two. It might turn these subjects into adversaries destroying the alliance.
How measurement and reward systems sometimes undermine organizational performance. Give examples from personal experience or the assigned resources.
Rewarding employees with financial incentives based on performance seems to be the right strategy that would motivate employees to perform better. However, this process encourages uncalled for behavior because financial incentives create pay inequality that fuels turnover causing harm (Simons, 2013). Financial rewards based on performance are no effective especially when employees and the managers doing the same jobs receive dissimilar compensation levels people embark into judging fairness on their pay inequality leading to frustration, envy or disappointment (Laufer, 2012).
I witnessed this in my previous workplace when employees were rewarded for improved performance at the end of the year. Department heads received better packages compared to even the people who worked tirelessness to ensure that all the deadlines were met. Junior employees felt less appreciated because nobody recognized their efforts, all the praises were directed to the departmental heads.T his caused tension among workers because employees felt that those who were compensated more than others should be the ones to put more effort.
Recommend how you would apply project leadership principles to mitigate these negative effects
To minimize the negative effects of rewards, financial incentives need to be based on tasks that are of less interest to employees. Financial rewards need to be offered on a small scale so that they do not undermine other employees. Unlike most managers, good project leadership should not heavily rely on financial rewards as it underestimates the importance of intrinsic motivation. High performance can be rewarded by designing jobs that provide more freedom of choice to the employees.H having the freedom to choose will help individuals to develop their skills and also encourage innovation, this will generate a sense of connection with other people (Seiler & Kowalsky, 2011).
Management Systems and Critical Thinking References
Aronson, D. (1998). Overview of systems thinking. Retrieved from http://www.thinking.net/Systems_Thinking/OverviewSTarticle.pdf
Ashkenas, R., Ulrich, D., Jick, T., & Kerr, S. (2015). The boundaryless organization: Breaking the chains of organizational structure. John Wiley & Sons.
Laufer, A. (2012). Mastering the leadership role in project management: Practices that deliver remarkable results. FT Press.
Luntz, F. I. (2011). Win: The Key Principles to Take Your Business from Ordinary to Extraordinary. Hachette Books.
Seiler, J. H., & Kowalsky, M. (2011). Systems thinking the evidence from colleges of business and their universities. American Journal of Business Education. 4(3), 55–61.
Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. New York, NY: Doubleday.
Simons, R. (2013). Levers of organization design: How managers use accountability systems for greater performance and commitment. Harvard Business Press.
