-50%
Solution
Adopting the definition of CIPD (2023), systemic thinking represent an approach of thinking where systems are noted as interacting and interdependent factors as opposed to isolated entities. The appropriateness of adopting system thinking is to enhance success in exploring and developing holistic course of action in complex contexts, harnessing systems change. According to Read et al. (2021) this enhance an appreciation of how things influence one another as a major part of a whole organisation.
Johnson and Scholes Model
Also identified as the Cultural Web Model, it is based on establishing a framework defining a paradigm which is the lived experience of employees of an entity. The basic assumption of this model is identified in Midgley and Rajagopalan (2020) as evaluating interconnectedness of different factors shaping organisation culture including symbols, rituals, power structure and others (see figure below).
Figure 1: John Scholes Model
Source: Midgley and Rajagopalan (2020)
The different elements of this model which are used in solving people management problems include;
Stories- For this element of the model, it identify aspects such as how an organisation is founded, its progress, major players and actions and employees feeling while working for the organisation. Different people management issues are resolved through improving organisation core values and behaviours establishing as worth to exemplify. In managing people management problems, Itzchakov et al. (2023) report note that 86% of employees and executives note lacking a holistic collaboration and communication as a primary cause of workplace failure. Therefore, by active communication through the stories, illumination on the organisation core values is achieved and appropriate behaviours.
Rituals and routines- These represent behaviours and activities relevant in an organisation. In systematic thinking, rituals and routines helps in managing people management issues linked with lack of clear understanding of roles assigned. According to De Caluwe et al. (2020) this is by identifying on the employee expectation in their assigned roles, leaving their work roles and activities in entire day.
Symbols- This element represent the employer or an organisation branding. As evidenced in CIPD (2023a), this is used in organisations for differentiating themselves in labour market hence success in attracting, recruiting, retaining and engaging right individuals. The stronger the employer brand is, an organisation achieve an improved credibility. People management issues such as turnover and absenteeism are hence managed.
From the reviewed literature, the strengths of this model is identified in Choi et al. (2022) as exposing cultural assumptions and practices. This is while actively working to ensure all organisation factors are aligned with each other and with their strategy. Also, Ibrahim et al. (2023) noted the model as being broad in capturing various aspects which are inclusive of an organisation culture and teams engaged. This means the approach is all-inclusive and targeting multiple areas. For the weaknesses, the method consumes immense time to analyse an entity organisation using all the identified elements. It is in this regard that Helmold (2020) noted that immense resources would be required for gathering data, carrying out the interviews and exploring the cultural web analysis findings.
Nadler-Tushman Congruence Model
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