HCA 545 How do such systems differ from traditional management systems?

HCA 545 How do such systems differ from traditional management systems?

HCA 545 How do such systems differ from traditional management systems?

Module 1 DQ 2

The use of effective and efficient management models has gained significant popularity in the modern world. Organizations are considering the need for management systems that respond efficiently to the demands of their markets. Managers and leaders are therefore required to embrace management and leadership styles that will allow flexibility in decision-making. The selected models should also take into consideration both the current and future trends in the target markets. The management practice in the modern world has placed more emphasis on the use of complex adaptive systems over traditional systems of management. However, each of these management approaches has its benefits as well as pitfalls. Therefore, this discussion question examines the difference as well as similarities between complex adaptive systems and traditional management systems.

Complex adaptive systems of management consider organizations to be comprised of complex systems. The systems work together in different ways to ensure that a common organizational goal is achieved. The management plays the role of trying to understand the behavior of the complex systems and the ways in which they can be organized to achieve a common goal in the organization. Traditional systems of management believe in the existence of a defined way of interaction between the systems of an organization. The role of the managers is to ensure that organizational tasks are undertaken in accordance with the laid rules and procedures of the systems (Mittal, Diallo & Tolk, 2018). Therefore, there is a high risk of lack of innovation and adaptability in this system when compared to complex adaptive systems.

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Complex adaptive systems are also perceived to be emergent in nature. The interaction between systems results in the emergence of new behaviors that influence the manner in which organizational tasks are undertaken. As a result, there is a lack of predictability or higher ordered thinking in this type of management system. The behaviors in the traditional management system are not emergent in nature. They occur in a defined manner that must adhere to organizational norms and practices. This implies that there is the existence of higher ordered behaviors as well as predicted behavior in an organization (Rouse & Serban, 2014). Therefore, the entirety of the organization is less than the totality of its parts.

Despite the above differences, complex adaptive systems and traditional management have some similarities in

HCA 545 How do such systems differ from traditional management systems
HCA 545 How do such systems differ from traditional management systems

relation to their use in organizations. One of the similarities is that both systems aim at optimizing efficiency. Traditional management systems place emphasis on creating order for the desired outcomes to be achieved. The management ensures that the limited resources are used efficiently to ensure the realization of optimum outcomes. Complex adaptive systems also emphasize the understanding of the relationships between the systems, as a way of optimizing on the benefits of their interactions. The management leverages on the agility of the relations to enhance organizational performance. Both systems also rely on some use of incentives for organizational objectives to be achieved (Georgiev et al., 2019). The management recognizes the existence of inhibitions, hence, the need for some degree of control in performance.

In summary, organizational success in the modern world depends largely on the management model that is used to achieve the set organizational goals. Organizations can embrace the use of either traditional management system or complex adaptive system. Evidence has shown that complex adaptive systems have significant efficacies over the traditional system of management. The system allows for adaptability, innovation, and efficiency in responding to emerging demands in the market. Despite this, both systems of management have some similarities. They include their focus on promoting efficiency and use of incentives to manage inhibitions in their performance. Therefore, it is essential that management consider the use of management systems that will optimize outcomes with the use of limited resources.

References

Georgiev, G. Y., Smart, J. M., Flores, M. C. L., & Price, M. E. (2019). Evolution, Development and Complexity: Multiscale Evolutionary Models of Complex Adaptive Systems. Cham, Switzerland: Springer.

Mittal, S., Diallo, S. Y., & Tolk, A. (2018). Emergent behavior in complex systems engineering: A modeling and simulation approach. Hoboken, NJ: John Wiley & Sons.

Rouse, W. B., & Serban, N. (2014). Understanding and managing the complexity of healthcare. Cambridge, Massachusetts: The MIT Press.

 

Santha, you make very important points concerning complex adaptive systems vis-à-vis the traditional system. Indeed, complex adaptive systems have leadership element which leadership is understood as a dynamically evolving influence pattern that includes elements of administrative, distributed, and emergent leadership (Reiman, Rollenhagen, Pietikäinen, & Heikkilä, 2015). The focus on leadership in complex adaptive system separates it from the traditional system wherein the principal focus is on chain of command and management. The complex adaptive system, the focus is on leadership since it will act to influence the context of interaction among individuals as well as the contents comprising of the same. Moreover, complex adaptive system responds to changes within an organization as part of its success while the traditional system focuses on specific elements. Therefore, while both systems could be adopted in an organization, they have varied characteristics that influence their effectiveness.

References

Reiman, T., Rollenhagen, C., Pietikäinen, E., & Heikkilä, J. (2015). Principles of adaptive management in complex safety–critical organizations. Safety science, 71, 80-92.