EDUDORM ACADEMIC SERVICES

This paper aim at providing a report on the modelling, describing and analysing of ABC Company on the basis of the new developments in leadership and system theory. ABC has a need to improve understanding of the theories in decision making since it has an aim of creating value and determining strategy while increasing its overall efficiency. The report analysis the Material, Information, Energy (MIE) conceptualization system, the consultancy contingency and change theory of ABC Company to enhance its understanding. The analysis thus outlines systems dynamics, disciplines, archetypes and the organisation’s networks that were be quite complex. The report recommends that the management of ABC should open up information flow to increase understanding and overall functionality.

Introduction and firm’s description

The assemblage of various objects or materials linked together or united by a certain form of interdependence or interactions regularly is what defines a system especially from a business perspective (Schneider et al, 2016). The theory of systems is regarded as interdisciplinary due to its occurrence and application in varied settings including nature, scientific domains and in the society. Narrowing our reasoning on to the management and marketing setting, the theory has mostly adopted the explicitly and implicitly forms which envisions organizations as independent systems which strive to achieve the analysis of the organization’s relationship with its surrounding. Our firm, ABC is consultancy firm with more than a thousand employees and working with the aim of creating value and strategy determinations while at the same time increasing the overall efficiency. ABC has involvements in acquisitions as well as merging, plans for transformation and investments of private equities. Having a very able team of management, ABC firm has its duties carried out efficiently for its profitability and also creating a healthy and conducive environment for its workers.

ABC’s Organizational model

This is the model of conceptualization resulting from ABC firm system modelling which is aimed and directed to give a description and a representation of the entire ABC firm. Multiple views including planning, analysis, deployment, design, structure, implementation, behavior and both the input and output views. In ABC firm, the managerial team has specific duties assigned to each so that loopholes for failure of the firm are minimized and targeted profits achieved. The system model for the firm shows the various inputs that are required for the efficient and smooth running of the company (Schneider et al, 2016). The outputs or rather what the firm gives as its final products are also indicated with the effect by the surrounding environment being incorporated. For any firm the threshold point must be know from the word go so that only the valid operations will be carried out and within the boundaries that have been set.

Figure 1: A systems model

ABC’S threshold point

Threshold or the tipping refers to the point beyond which the operations of a business, firm, organization or company become invalid or unnecessary as a result of having deviated from the supposed line of operation or existence (Schneider et al, 2016). The threshold point for our ABC firm will definitely be its bankruptcy. If the firm runs bankrupt, then it will translate into the stopping of the firm’s daily operations and therefore its validity as a consultancy firm will evoked. Violation of the legal formalities that the firm has agreed to can also lead to the termination of the firm.

Consultancy contingency and change theory

The review of consultancy company’s outcomes, incomes, overall and the approach of contingency company shows that some factors are ignored which are related to the company’s readership. This is supported by the fact that companies are subject to change (Muhammad et al, 2014). They can change to the best or to the worse depending on the leadership organization of such Companies. For the change of consultant company, the leaders have to change the systems which are existing to cater to the changes which are required which is followed by establish of new values and norms. Management consultancy has got a clear explanation the reason as to why they are most hired. This is simply because of their fresh view based on their daily stand on day to day issues of tipping and terrors in that company. The leadership skills are required for proper client organization in the consultancy company (Muhammad et al, 2014). Sometimes is not important for the consultant company to start or adapt the contexts which are used by the clients in that organization. For any consultancy company that do not follow the contingency theory find themselves having very less projects bring out changes to normal organization of such a company (Muhammad et al, 2014).

Contingency theories in relation to effective leadership

The ABC consultant company finds it important of having this theory which has its regards to the leaders’ effectiveness and how best do they try to improve their inputs for the perfection of the outputs. For the consultancy business company to work effective and well, it must fit the conditions which are put in assumption tom all companies (Muhammad et al, 2014). The ABC Company fit in the fact that for it to be effective working, it should have the structure that fits factors for contingency organizations and its external and internal environment. The models which are used by this ABC organization reflect the rate by which the leaders of organization use their skills to suite the requirements of their employees (Muhammad et al, 2014).

Systems Dynamics (Week 3)

Section 2- Systems Dynamics (Stocks, Flows, and Feedback Loops)

As described earlier, ABC is a consultancy firm with a general objective of not only creating strategic dimension and value but also increasing the overall firm’s effectiveness and efficiency. It was also evident in the previous report that ABC has at numerous instances portrayed its interests in merging along with acquisitions and further, it has stipulated plans to transform as well as pursue investments with respect to private equities. To critically conceptualize the operation of ABC, this paper continues to evaluate the functionality of the firm’s executive leadership (Meadows, 2008).

With respect to stocks and associated flows of ABC, some of the posted types of stocks include common stock, preferred stock, along with appreciation. Within the discipline of business and management, stocks are described as a representation of a claim on a respective firm’s earnings and assets. Common stocks are usually the most common types of stocks issued by firms. In an analysis, common stocks or shares portray an individual’s ownership in a given firm as well as the individual’s portion in the firm’s profits. With regards to associated flows, common stocks carry along a significant long term effect with respect to capital growth. That is, when employed, it tends to yield impressive higher return. However, the lucrative returns come along with relatively high costs since common stocks are detailed with most risks. Alternatively, in the event that a firm may liquidate or go bankrupt, this system of stocking disregards compensation of shareholders unless bondholders along with creditors are paid (Investopedia.com, 2016).

From another quarter comes the other type of stock within the ABC organization, known as the preferred stock. These type of stock represents an individual’s ownership level in a firm although he or she has no equal right of voting. In ABC organization, withholding such shares guarantees investors their fixed long term dividend. On the other hand, preferred stock within ABC also carries along the advantage of shareholders being guaranteed their pay despite any event of liquidation or bankruptcy. It is worth noting that employment of preferred stocks by ABC grants them the liberty of purchasing stocks from shareholders based on any reason. In sum, economic experts tend to encourage interested shareholders to view this kind of stock as an intermediate between common shares and bonds (Investopedia.com, 2016).

Economically, feedback loop refers to an instance whereby the output of a certain event or situation within a firm is employed as an input to a new situation. With respect to ABC organization, positive feedback loop is evident from the fact that the firm at several instances has applied the saying success feeds success in its operations. For instance, some of the profits realized by the company have been reinvested into activities that tend have proved to have lucrative outcome. From a general point of view, positive feedback loop can be expounded in terms of how a given country’s population characterized by high income per capita reinvests or utilizes its money in the sense that its expenditure fuels for an increase in income per capita Ft.com, (2016).

Economic experts urge that critical understanding of feedback loops, stocks along with flows significantly boosts the ability of effective decision making within an organization. This is based on the fact that from a system dynamics perspective, flows along with stocks formulate the essential dynamic behaviour as well as the form a portion of feedback loop that in the long run facilitates counterintuitive behaviour (Meadows, 2008).

Systems Disciplines (Week 4)

As defined in the previous report, ABC is a consultancy firm established with an objective of ensuing a strategic dimension efficiently. As much as economic experts urge that ABC is well equipped when it comes to running acquisitions and private entities, it is vital for the organization to prioritize adopting learning disciplines in their executive leadership. In sum, this report focuses on the different types of learning disciplines as well as how each can be effectively adopted by the ABC organization with respect to decision making, management, and the general organization leadership. In addition, this paper alternatively provides a recommendation on how ABC can sufficiently employ each learning discipline (Von Bertalanffy, 1972).

The five learning disciplines are structured in a manner that they employ business practices and tools relevant for sustaining and building an organization’s leadership capability. From Peter Senge’s ideology, they five learning disciplines are structured by; concepts, principles, techniques that activate the disciplines, propositions along with precepts or practices that realign leadership approaches and behaviour (Raines, 2004).

Mental models involve mind-sets, beliefs, assumptions along with values which realign the manner in which individuals conceptualize issues and behave in the organization’s environment. Through adoption of the mental model, application of the inference ladder in building a generally shared understanding can effectively be employed. Systems theory can be described as a learning discipline that enables the organization’s executive to effectively construct inter-relationships that tend to underlie interactions along with complex situations. Alternatively, it effectively equips different teams in the organization with capabilities of unraveling the frequently hidden leverage points and influences (Boulding, 1956).

Conversely, team learning can be described as a learning discipline that encourages working together in teams. In an analysis, it tends to promote sharing of insights, skills, knowledge as well as experiences. Upon its adoption team members are likely to gain skills such as inquiry skills, reflection, and efficient discussion capabilities. Peter Senge draws personal mastery as a learning discipline that focuses on reshaping individual’s self-awareness. Self- awareness can be defined as how well individuals tend to know themselves and how their codes of conduct impact others. Personal mastery aids to ensure that behaviors along with change interactions are authentic. A shared vision is a learning discipline with an objective of prioritizing what teams within a firm need to achieve together (Raines, 2004).

Some of the common examples of these learning disciplines in ABC consultancy include team learning. Here, the organization has prioritized grouping employees into different work groups assigned to different tasks. Adoption of this discipline has greatly contributed to acquiring the general objective. On the other hand, shared vision is evident in ABC in the sense that, the work groups are equipped with skills on how to collectively achieve the ABC’s intended goal. Personal mastery is well adopted in ABC, in that employees tend to conduct themselves in a manner that encourages admirable interactions within the firm. Also, mental models evident within ABC in the sense that the organization has an admirable culture that positively impacts the way employees conceptualize issues (Raines, 2004).

However, upon effective adoption of each discipline, the ABC’s leadership is likely to be positively influenced, for instance, through shared vision leaders can gain the skills of value alignment and positive visioning that come in handy in stipulating an effective vision. Alternatively, personal mastery equips the management with tools such as refraining and perceptual positions that are significant in enhancing relationship quality. Team learning facilitates decision making with the ability to employ tools like dialogue and action learning in conducting robust discussions and critical reflection. With respect to system theory, it exposes the leadership to advantages of using archetypes and system thinking structures that facilitate situation evaluation. Lastly through mental models, the executive staff more likely to be equipped with capabilities of effectively employing reflective inquiry (Raines, 2004).

Systems Archetypes (Week 5)

Archetypes

According to Peter Senge’s exploration of system archetypes, they can be defined as patterns in which individual’s behavior tend to follow within an organization. Generally, such behavioural patterns often result in undesired consequences. In other terms, system archetypes can be described as a combination of balancing along with reinforcing feedback that keeps reoccurring. Different types of system archetype do exist, however, each of the archetypes tends to be defined by some form of characteristic theme, mental models, behavior patterns or alternatively, effective interventions. Some of the conventionally advocated types of system archetypes include shifting the burden, success limits, drifting goals, underinvestment, and growth, escalation, commons’ tragedy, as well as success to successful (Senge, 2006).

With respect to the organization in context, some of the observed archetypes in ABC include success limits, underinvestment, and growth along with commons’ tragedy. Success limit is an archetype that describes how as much as an effort may generate a positive result, the effort might be exhausted over time resulting in poor performance despite any energies applied. Alternatively, underinvestment and growth depict how growth may approach its limit which is varied by the capacity of investments. However, performance degradation along with demand decline may occur in the event that an organization may opt not to ensure its investments. Commons’ tragedy is another common type of system archetype that encompasses how multiple disciplines within an organization may tend to enjoy benefits of a given resource without evaluating the attached effects of sharing a resource. That is, the event of sharing a common resource among numerous disciplines may result in exhaustion thus propelling for a general organization failure or poor performance (Boulding, 1956).

Each of this applicable system archetype is structured in a manner that they each pinpoint to a certain problem within the organization. For instance, the different archetypes present in ABC consultancy evaluate different problems in the firm. Success limit is well demonstrated by ABC, in that it points out how the firm tends to rely on one effort which in the long run gets exhausted resulting in poor performance despite any changes embraced by the firm. On the other hand, common’s tragedy also referred as the tragedy of the commons, well depicts the problem of resource sharing within ABC. It exemplifies how disciplines within ABC are used to sharing benefits of resources disregarding the fact that the resources may be exhausted eventually thus, resulting in operation failure. Underinvestment and growth type of archetypes also comes in handy in indicating growth and investment incurred difficulties within ABC. Here, this archetype dwells on how the growth of the firm tends to stagnate due to low investments ensured by the company as well as investing in unproductive lines of business or alternatively, not investing due to unfavourable market trends (Senge, 2006).

Based on these indicated problems within ABC, some of the recommendations I advocate for are based on each archetype. For instance, with respect to success limit, I urge the firm to adopt operation methodologies that favour functionality of different efforts at the same time. In that, the firm will refrain from exhausting an effort at a time, and adopt running parallel efforts at the same time. This will see ABC to the helm of better performance. Subsequently, the tragedy of commons can aid ABC in realigning its disciplines in that each discipline will independently rely on its own resource thus, eliminating any huge impacts related to resource exhaustion. In line with growth and investments, I recommend to the firm’s executive to consider acquiring economic experts who will effective guide the firm on how to invest handsomely.

Networks (Week 6)

Our organization is an entity that has within itself different types of other networks. It is a mixture network of individuals from diverse backgrounds with varied positions. The types of networks that exist in our organization include;

Positional and relationship network
Network of operating as a team
A network of free interaction among employees themselves and employees and their managers.

The main purpose of these networks in the company is to enable transparency and accountability. Positional and relationship structure is a pattern of relationships whose implementation and planning have been consciously done. It is made up of a hierarchy of authority that is formal. It also includes procedures and rules that are targeted to bring about behavioural regulation (Denning, 2004). The key concepts that are part of this network are; formalization, centralization, vertical differentiation and horizontal differentiation.

Formalization refers to the degree of standardizing activities of work and behavior as well as the way the standardization is arrived at. Centralization refers to the extent to which the power of making decision and control is utilized. Vertical differentiation is a vertical dimension of levels of authority that have been well-differentiated. Horizontal differentiation refers to differentiation via specialization (Johnson, 2010).

The network of working as a team is a type of network where there is involvement of high degree of teamwork to accomplish a given task. Though every individual has one title which is unique in its own way, they play different roles as a team. Work teams are very important features of lives of an organization. Both compositional and structural theories are some theories that have been put forward to explain the nature of teamwork in an organization. The compositional theories majorly focus on the personal traits of members of a team while the structural theories focus on how the team members interact with each other.

The third network is the network of free interaction among the employees. Interaction with employees is vital as it helps exchange of ideas and information. It is also a way through which the employees get to know each other. Observation is one way through which employees can learn from each other without having to speak to each other. It is the best method of learning from team members as the information obtained is not interfered with in anyway (Newman, 2003).

Each of the above networks has a way to which it can influence decision making in an organization. The network of positional and formal relationship enables the managers to draw a line between different departments in the organization. The top managers make their decisions based on the way the departmental heads work (Newman, 2003). For instance, if a particular department does so well in sales, the organization may decide to give them more of the sale-related work.

A network of team operation can also determine the way an organization’s decision makers decide on different issues. For instance, the management can decide to do away with trainers if they have observed that junior employees can work well through observing what their seniors are doing. Such decisions are only possible if the level of teamwork is high in that organization. Just in the same way, an organization may find it easy to make a decision about abolishing training sessions if they realize that there is a network of free interaction in the company (Denning, 2004).

Complexity (Week 8)

As described from the previous writing, ABC is a consultancy firm that works with a general objective of efficiently ensuring strategic dimension and alternatively, creating intended value. Although economic experts urge that ABC is well facilitated with respect to running private entities and acquisitions, it is significant for the firm to note that, for it to be effectively strategic, it should aim at stimulating controlling regulations. In contrast to device or machine control, organization control is quite complicated in that its control system should at least encompass four distinctive elements. Among them are, communication network, a detector as well as effector and assessor. Generally, an assessor is a technique that is often employed to evaluate the significance of an organization’s current practice by running a comparison to targeted expectations or standards.

In line with organization agents, detectors are conventionally viewed as techniques preferred in evaluating the actual processes in an organization. However, for effective management, managers frequently use detectors to report on every action undertaken. On the other hand, effectors are conventionally defined as devices used to alter behavior in the event that the assessor indicates so. Managers employ the concept of effectors to undertake correlative action. In sum, these agents formulate the control systems of management in that, every management level aims at implementing the organization’s stipulated strategies. To construct on the relationship among this three agents, detectors first detect what is happening with respect to organization processes, then the assessor relates the detected processes with relevant standards. The effector then ensures that the required correlative action is undertaken based on what the detector and assessor evaluated. In brief, these agents relate in the sense that they are interdependent (Nelson, 2005).

In any organization, the flow of information refers to ideas, facts, opinions or data which are extensively discussed throughout the firm. In other terms, information flow can be pictured as a firm’s blood since it often flows continuously from one level to another. In an analysis of ABC, it is worth noting that information flow is vital for the survival of any organization as aims at collecting critical aspects of data that in one way or another helps the management to evaluate the quality of its processes. Economic experts urge that generally information flow carries the advantage of educating relevant personnel and eventually, improving the outlook of the firm in context. In sum, information flow significantly realigns an individual’s understanding of how an organization operates (Nelson, 2005).

A feedback loop can be described as a pathway or channel that is stimulated by a certain effect that gradually propels for a generation of a synonymous effect. A positive non-linear feedback is economically pictured as a change that was initially initiated and gradually stimulates an alternative synonymous change. For example, the ice-albedo feedback along with vegetation feedback.

Some of the significant organization processes include the development of new product lines, customer service along with resource allocation. Resource allocation is a vital organization process as it determines the functionality of other processes. Customer service is a process that involves actual interaction between the firm and customer. This process is vital as it helps a firm sell itself to the target market. On the other hand, the new model helps managers to understand organizations as it adequately defines relevant organization modelling determinants. Based on that fact, the management may effectively concur on admirable decisions since they are well equipped with relevant modelling facts. Therefore, for ABC to improve on its general functionality, I recommend to the management to focus on stimulating for open information flow as it enables every personnel to critically understand necessary stakes of the firm (Brownlee, 2007).

Resilience (Week 9)

Organizations are increasingly coping with various challenges that target their subsystems and how well the organization responds to these challenges constitutes its resiliency. For an organization to be described as highly resilient, its systems should be such that its structures and functions should remain intact or degrade gracefully in the wake of challenges (Allenby & Fink, 2005). Like any other organization, the subsystems in ABC Consultancy that are likely to be impacted by the challenges include the economic, environmental, governance, infrastructure and social systems. The resilient component of robustness is concerned with the inherent strength of a system and when analyzed in connection to the economic aspect of ABC consultancy firm, it can be argued that the firm is well poised to withstand economic challenges. More particularly for ABC, major systemic financial failure and chronic fiscal imbalances can be withstood by their systems as there are mechanisms in place to leverage on their profits such as investing in other lucrative activities. As for the governance in ABC, the high resiliency is ensured by the contingency theory as the leader’s effectiveness in steering the company plays an important role in the wake of challenges. Effective communication as well as positive regulatory feedback mechanism is essential attributes of response and recovery components of resilience respectively (World Economic Forum, 2013). Based on this argument, the flow of communication at ABC and existing feedback mechanism increases the likelihood of recovery and response but there is need for an open system of communication to further increase the resiliency.

The infrastructure component of any firm and ABC in particular is essential in ensuring smooth operation of the systems. An analysis of the resiliency of ABC infrastructure reveals that as much as the system is highly resilient in when looking at the resourcefulness component, it lacks the robustness component of resilience. The lack of complexity especially in control of regulation systems as shown in ABC complexity hinders the organization efforts in achieving the robustness in its infrastructures in the wake of challenges. Complexity in these systems of an organization that have been incorporated in the design and operational procedures is a sure way of moving towards a more robust infrastructure (Little, 2003). Diversification of the infrastructure is also important and this is one area that ABC firm lacks meaning that these will impact the firm negatively in the event of a challenge as response and recovery may be slow with the existing systems in place.

The environmental and social components are critical in the operation of any organization. This is because there are risks that these components present to the organization such as environmental catastrophes that may impact on the functioning of an organization. The resilient component of redundancy lacks in ABC firm in terms of lack of diversity in its system in dealing with the challenges presented by the aforementioned components. However, based on the organization model of ABC, it is worth noting that the firm is characterized by an adaptive system characteristic with the ability to convert threats into opportunities. Strong resiliency according to the report by World Economic Forum (2013) is achieved when threats can be converted by an organization into opportunities thus tapping into the resourcefulness component of resiliency. The environmental component of ABC consultancy can be described as robust and the robustness characteristic of resiliency is identified through availability of attributes such as adaptive decision making. At ABC, one of the system characteristics identified earlier is based on adaptation. A specific example as it concerns the environment at ABC where competition is an external factor that may affect the operations of the organization. However, the adaptive system allows for cooperation thus in effect turning the threat into an advantage.

Overall, based on the analysis obtained above, ABC as an organization can be described as resilient. This is to say that the system in place as well as the culture cultivated within the organization can be able to withstand disruptions that may threaten the operation of the consultancy firm. Even with the existing challenges to establishing a fully resilient structure within ABC such as lack of robustness in the infrastructural component and lack of open communication systems, majority of the systems, cultural concepts and leadership approach are designed in a way that it is unlikely that risks may bring down the organization. The resourcefulness component and adaptive characteristic of ABC systems is what contributes to its resiliency in the sense that negative impacts are readily turned to positive ones (World Economic Forum, 2013). Since resiliency of an organization is basically concerned with leadership, culture, systems and people, it is important that all these should be resilient and tied towards the same goal. At ABC, the able team of management contributes to the resiliency as far as leadership is concerned. Furthermore, the healthy and conducive environment helps in creating a resilient culture as well as employees who themselves are also resilient individually.

As much as an organization may be considered resilient overall, it is possible that it may be resilient in some aspects but not in others. For instance, basing on the subsystems of an organization, it is possible to find that an organization may be resilient when it comes to the systems in place and not in the people within the organization. For example, the systems of an organization may capture all the characteristics of resiliency such as robustness through regular monitoring, resourcefulness through availability of different options that may come in handy in times of crisis. The same organization however may be faced with issues of employee non-cooperation that may threaten the functioning of the organization. For instance, if the organization culture is one that is not built on trust, it is highly unlikely that resiliency will be established within the members of the organization or rather a resilient culture will not be adopted. This may be true even if other components such as the systems and setting are resilient on their own.

Considering that there are weaknesses in certain subsystems at ABC that may threaten the resiliency of the organization, the executive leadership at ABC would deal with the resiliency analysis to improve on certain areas of operation. This would go a long way in improving the resiliency of the organization. Of particular importance is the need for management to affect an open system of communication to supplement the effective communication and feedback mechanism that are already in place. Secondly, there is need for the management to consider diversifying the systems of the organization and more importantly focus on increasing the robustness of these systems. This could be done by increasing the complexity of the systems since this is an important aspect of increasing robustness and hence resiliency. If the above recommendations are put into consideration, ABC would be in the right direction to further enhance its reputation as a fully resilient organization.

Summary and conclusion (week 10)

Summary

The systems theory can be applied in various fields and has majorly adopted both the implicit and explicit forms which portrays organisations as systems that are independent and which are trying to attain the relationship between the organisation and its environment. The environment of ABC consists of over thousand employees who relates to the firm’s objective of determining strategies and creating value to increase the overall efficiency. The organisation model of ABC results from its system modelling and ensures that the managerial team members are assigned specific duties to minimize loopholes for failure and thereby achieve targeted profits. Threshold connotes the extent beyond which a firm becomes invalid due to its deviation from the set line of operation. The threshold for ABC is the point at which it will become bankrupt and all its operations will cease. Firms are bound to change positively or negatively which makes some factors relating contingency approach to be ignored. Thus, the leadership of ABC have to change the existing systems to accommodate the changes which in turn result to establishment of new values and norms. The consultancy firm are hired to bring in fresh views on the reasons for the company’s errors or failure and such leadership are needed for proper organisation of the client’s company. The ABC Company finds it necessary to have the contingency theories which regards the leaders’ effectiveness in improving inputs and thus perfect outputs. A company must fit in the conditions that are assumed in other firms.

ABC’s general objective of creating strategic dimensions, value and increasing the firm’s efficiency and effectiveness. It has on many occasions portrayed interests in acquisition, investment in private equities and has well stipulated transformation plans. The interest in equities include common stock, preferred stock and their appreciation. Stock connotes a representation of a company on its earnings and assets. In regards to system disciplines, it is important that ABC prioritize adopting learning disciplines in executive leadership even if economic experts view it as equipped good enough to run acquisitions and private entities. The learning disciplines that ABC should employ are structured in terms of principles, concepts and techniques of activating the discipline. They also include the practices or precepts that relate the leadership behaviour to approaches adopted. Mental models realign how individuals understand issues and behave in the firm’s environment and their adoption increase the conceptualization of issues. Team learning encourage teamwork through sharing of insights, knowledge, skills and experiences. Concerning the archetypes of the system, they exist in different types with each being described by different themes, behaviour patterns, mental models or effective interventions. The archetypes in ABC consist of success limits, under investments, growth and the firm’s strategy. The organisation’s networks consist of relational and positional network, network that involve teamwork operations, free interaction network among the employees and their managers. The networks enable accountability and transparency which is their primary intended purpose. Moreover, the ABC has a complicated organisational control as is expected of a company similar objectives. This is seen in the communication network of ABC that is also used as an assessor and effector. ABC also has a resilient element of robustness that make it well poised to handle economic challenges.

Conclusion

Every organisation has to follow various set strategies for it to be successful. ABC Company has various set models and theories that provide guidelines to stakeholders and give the manner in which it is run thus making it to be highly approached for consultation purpose. The effectiveness of the company’s strategies of acquisitions and equity investments will be enhance by the application of appropriate systems that ensure that will ensure its notch functionality. This will also lead to success in economical feedback and the general effectiveness in decision making. In addition, the adoption of various learning disciplines positively influences the ABC leadership since it equips individuals with the ability to conceptualisation of issues and thus improved understanding. The firm executive should consider involving the help of economic experts in dealing with systems archetypes since certain behaviour patterns can have a negative impact on the growth and performance of a company. Of more importance is the use of teamwork to deal with the company’s complexities through encouraging open information sharing and thus enable personnel understanding.

References

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6198 Words 22 Pages

ABC Company on the basis of the new developments in leadership and system theory