A CASE FOR AN OPEN SYSTEM APPROACH TO ORGANIZATIONAL BEHAVIOR
| DOI | https://doi.org/10.1108/eb009802 |
| Date | 01 January 1979 |
| Pages | 17-29 |
| Published date | 01 January 1979 |
| Author | JOSEPH A. SARTHORY |
| Subject Matter | Education |
THE JOURNAL OF EDUCATIONAL ADMINISTRATION
VOLUME XV11, NUMBER
1
MAY, 1979
A CASE FOR AN OPEN SYSTEM APPROACH TO
ORGANIZATIONAL BEHAVIOR
JOSEPH A. SARTHORY
The purpose of this paper is to argue that organizational structure behavior cannot be
explained
by
considering the organization as
a
separate entity. Three types of evidence
are offered to support this viewpoint. Additionally, a case is made for open systems
theory development to explain behavior in schools and to stimulate the theory move-
ment in Educational Administration.
INTRODUCTION
The purpose of this paper is to argue that organizational structure and
behavior cannot be explained
by
considering the organization as
a
separate
entity. Rather, the writer takes the position that organizations must be
considered within the framework of the cultural milieu in which they
exist. In other words, an open rather than a closed system approach must
be utilized in the development of organizational theory and in the
explanation of organizational behavior.
There is no logical reason to accept the Weberian model as the basic
assumption underlying organizational study. Weber's model treats the
organization as a closed system. In effect, Weber took the prevailing
organizational structure of the time and attempted to analyze it in terms of
its characteristics. But he did not deal with the more fundamental question
of "how organizations get that way in the first place". It is at this point
that the surrounding cultural milieu can be invoked to propose as feasible
explanation. Weber's model, incidentally, views organizations as
exhibiting the following major characteristics:
1.
A system of impersonal rules
2.
Centralization of decision making
3.
A hierarchical system of authority
4.
Specialized spheres of competence.
A whole body of organizational theory has evolved which accepts the
framework of the Weberian model. But if the assumptions of the basic
model are incorrect or inadequate, then the worth of this body of theory
must be seriously questioned. How, for instance, does one explain non-
rational behavior in organization if one accepts Weber's view of man as a
rational being? How does one explain Elton Mayo's findings that
JOSEPH A. SARTHORY is Professor and Area Coordinator of
School
Service Personnel,
University of
Arkansas.
He holds the degrees of
B.A.,
M.A., and Ph.D. from the University
of New Mexico. Professor Sarthory has published extensively in the field of bargaining and
negotiations.
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