Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
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Coherence comes directly from both freedom <strong>and</strong> interdependence. Where no elemental freedom<br />
exists – there is no opportunity <strong>for</strong> correlated behaviour. Each element is just how it is. Where<br />
interdependence does not exist – there is similarly no possibility <strong>for</strong> correlation. Each element does<br />
not see <strong>and</strong> does not need to see or feel others, <strong>and</strong> does whatever it wants on its own. Elements<br />
interact in this case also, but casually, <strong>and</strong> such an interaction causes a causal effect. In such<br />
systems, elements may be kept together only by some third external <strong>for</strong>ce. The dissipation of<br />
energy is increased, <strong>and</strong> thermal ‘death’ is the most probable outcome.<br />
Structure<br />
Which components comprise the system <strong>and</strong> how they are linked together is determined by a<br />
structure (in Greek, this term means ‘constitution, layout, order’). The structure defines a type of<br />
entity to which the system belongs. A football team is something different than an IT department,<br />
although both may comprise the same people.<br />
It is also logical to talk about the structure of processes, or the dynamic structure of an<br />
organization. In contrast to the static structure that usually defines <strong>for</strong>mal subordination in work<br />
relations, the dynamic structure defines how elements interact in a common process <strong>and</strong> generate<br />
a certain common result.<br />
The necessary result of interaction might define the kind of structure needed to achieve the<br />
particular result. The optimal group <strong>for</strong> a good party is usually expected to be different in content<br />
<strong>and</strong> internal relations than <strong>for</strong> example a rescue team.<br />
Any physically existing system has a structure, <strong>and</strong> only one - whether anyone knows this structure<br />
or not. But, any particular kind of structure may be realized in a variety of different systems that<br />
each might have the same principal constitution. Similar systems, with similar structures, may<br />
possess similar features, while remaining different subjects. Take military subdivisions, or typical<br />
departments, which are organized by the same regulations from either the ministry or the corporate<br />
centrer. They may have similar positions, number of staff, <strong>and</strong> principal regulations; some would<br />
say they have the same structure. Still, they are only <strong>for</strong>mally ‘the same’. In fact, they are different.<br />
And each individual entity would demonstrate - alongside with common features which are<br />
determined by the typical structure - some specific features that belong to this unique creation<br />
only.<br />
The correlation of behaviours of interrelated components means that their independence is limited<br />
<strong>and</strong> bounded by acceptable patterns of coordinated actions. These patterns depend on results that<br />
are expected to be achieved. In this way, the destiny of an organization determines the structure of<br />
the organization.<br />
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