Research Paper on:
Open System of Organization

Unformatted Sample Text from the Research 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