HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

Another form of analysis result in seeing the organisation as an open, socio-technical system with
five major sub-systems such as follow:
• Goals and values – the accomplishment of certain goals determined by the broader system and
conformity with social requirements.
• Technical – the knowledge required for the performance of tasks, and the techniques and
technology involved.
•Psychological – the interactions of individuals and groups, and behaviour of people in the
organisation.
•Structure – the division and coordination of tasks, and formal relationships between the
technical and psychosocial sub-systems.
•Managerial – covering the whole organisation and its relationship to the environment, setting
goals, planning, structure and control.
An alternative model is suggested by Hersey and Blanchard, who identify four main interrelated
sub-systems.
•Human / social focuses on the needs and motivations of members of the organisation and styles
of leadership.
•Administrative / structural focuses on authority and responsibility, and the structure within the
organisation.
•Informational / decision-making focuses on key decisions and information needs necessary to
keep the organisation operational.
•Economic / technological focuses on the work to be undertaken and its costeffectiveness
related to the goals of the organisation.
Another useful model is that of Leavitt who suggests the organisation consists of four
main elements – task, structure, information and control, and people – which interact with
each other and with the external environment.
•Task – involves problem-solving and improving organisational performance.
•Structure – refers to patterns of organisation, authority and responsibility, and communications.
•Information and control – techniques for controlling and processing information, such as
accounting techniques.
•People – involves attitudes and interpersonal relations.
According to Mullins (2000), from the above analysis, therefore, five main interrelated subsystems
as a basis for the analysis of work organisations.
i) Task – the goals and objectives of the organisation. The nature of inputs and outputs, and the
work activities to be carried out in the transformation or conversion process.
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