1. Discuss the pro's and con's of each model.
Answer:
A system is commonly defined as a group of interacting units or elements that have a common purpose. The units or elements of a system can be cogs, wires, people, computers, and so on. Systems are generally classified as open systems and closed systems and they can take the form of mechanical, biological, or social systems. Open systems refer to systems that interact with other systems or the outside environment, whereas closed systems refer to systems having relatively little interaction with other systems or the outside environment.
Pro's:
1. it's free (but there are significan tcost)
2. can quickly get up and running on your computer
3. strong developer community (however, don't assume all your question will get answered and for others to have solutions for your unique requirements for the software.
4. significant flexibility
Con's:
1. upgrades requires signicant effort, risk and potential to lose past functionality
2. Cite a company that uses any of this model. Describe briefly how this chosen model affect the entire company.
Answer:
Managers must take into consideration their organization's position along the open-closed continuum. The Linux computer operating system, for instance, is "open-source" and Red Hat, Inc., the corporation selling the bundled revisions-the multiple inputs from geographically dispersed users-represents an organization that would cease to exist if it were not for an open-systems perspective. Thus, stable environments with low complexity are more consistent with a relatively closed-system or mechanistic management style, while rapidly-changing environments are more consistent with flexible, decentralized, or "organic" management styles
3. Evaluate how an environment affects the organization and its management. Discuss the pro's and con's of not responding to the demands of the environment.
Answer:
To simplify the process of evaluating environmental influences, some organizational theorists use the term "task environment" to refer to aspects of the environment that are immediately relevant to management decisions related to goal setting and goal realization. The task environment includes customers, suppliers, competitors, employees, and regulatory bodies. Furthermore, in contrast to closed-systems, the open-system perspective does not assume that the environment is static. Instead, change is the rule rather than the exception. Consequently, investigation of environmental stability and propensity to change is a key task of a company, making the activities of an organization contingent on various environmental forces. As an open system, an organization maintains its stability through feedback, which refers to information about outputs that a system obtains as an input from its task environment. The feedback can be positive or negative and can lead to changes in the way an organization transforms inputs to outputs. Here, the organization acts as a thermostat, identified previously as an example of a relatively closed-system. The difference between closed-systems and open-systems, then, is in the complexity of environmental interactions. Closed-systems assume relatively little complexity; a thermostat is a simple device dependent mainly on temperature fluctuations. Conversely, open-system such as the human body and modern organizations are more intricately dependent on their environments. The point is that closed-systems versus open-systems do not represent a dichotomy, but rather a continuum along which organizations are more open or less open to their environments. The key defining variable governing this degree of openness is the complexity of the environment in which the organization is situated.
Reference:
DIPAY, IVY MAE J.
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