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Health Care Management Errors
This helps to examine the potential problem in the broader spectrum where by the health care problems were presented and leaders used an absolute to correct the problem and move forward from which they require the managers’ to think in broader spectrum than just an absolute solution (Kezar, 2011). The management expectation of the employees is to follow the stipulated procedures in order to work in the recommended way and efficiently. The complex systems gives an efficient and successful solutions that gives employees themselves the freedom to organize themselves that best fits how they performs their jobs (Reuben & Daniel, 2007).
The cultures in accompany are maintained when the company operations matures and the value are refined and strengthened where are early values of the company culture exerts influence over its future values. The employees once employed are assimilated in to the company’s culture regardless of their cultural diversities where by the companies culture determines the type of the employees to be recruited in the system and who to leave out (Walters & Williams, 2003).
The post modern systems helps in the recognition of the common sources of misunderstanding that sometimes leads to conflicts among the employees and to understand how these conflicts arise in a business organization. It also provides the learning methods of communication designed to resolve misunderstandings and conflicts in the productive way possible (Warmington, Daniels, Edwards, Brown & Middleton, 2004).
Sometimes the managers punishes on of the employees with the expectations of the employee to change the behavior only to be responded by an uproar from the rest of the employees since they all have one working culture and an effort made to rectify the shortcoming of one of the employee would mean that the worker is being discriminated from the rest (Wei 2002).
The post complex adaptive systems helps is always captured in non-linear interactions among the agents rather than the agents themselves but it requires the search for the understanding of patterns of patterns of non linear relationships (Anderson & McDaniel, 1999; Ashmos & McDaniel, 1991) where inputs are not proportional to outputs and small efforts to change systems can lead to big effects, while large efforts may result in little or no change.
Self organization is the spontaneous emergence of new structures and new forms of behavior in an open system far from the equilibrium, characterized by internal lops and feed backs described mathematically by noon linear equations (Kezar, 2011). Health Care Management Errors This is where the structures of the most complex adaptive systems are not simply structured as imposed in the hierarchical power constraints but is also the results of interactions among the agents of the systems. The ideas do not require careful constructions or crafting but will require the extreme complex webs of interacting elements be sparsely connected.
The global characteristics of the complex adaptive systems are the results of agents’ characteristics and the nonlinear interactions of these agents but they are not reducible to the characteristics of the agents and the relationships, rather the systems have a property that goes beyond a summation of the subsystems properties (Reuben & Daniel, 2007). Example includes dishonesty among the employees.
The complex adaptive system consists of agents interacting in a nonlinear fashion such that systems self organizes and emerges in a dynamic fashion, although the C.A.S does not simply but they change the world around them (Warmington et al., 2004). The system evolves and their environment such that each fundamentally influences the development of the other. There are many errors that may arise from the ignorance of these characteristics of the complex adaptive systems.
Kezar, A. (2011). Understanding and Facilitating Organizational Change in the 21st Century. California: Jossey-Bass publishers.
Reuben, R. & Daniel, M. (2007). Management Strategies for Complex Adaptive Systems. Journals of Performances, Improvement and Quarterly, 20(2), pp.21-42
Walters, C. & Williams, R. (2003). Discourse analysis and complex adaptive systems: Managing variables with attitudes. Electronic Journal of Business Research Methods, 2(1), pp.71-78
Warmington, P., Daniels, H., Edwards, A., Brown, S. & Middleton, D. (2004). Interagency Collaboration: review of the literature. Journals of learning in and for interagency working, 14(4), pp. 83-91
Wei, C. (2002). Information Management for the Intelligent Organization: The Art of Scanning the Environment. New Jersey: Information Today Inc.