A633.3.3.RB_MaceRoyce
Find a company which reflects Morning Star and St Luke’s image of a Complex Adaptive System (CAS) and reflect in your blog what the implications are for you and your present organization (or any organization you are familiar with). Identify what you believe are appropriate actions to move your organization forward.
Morning Star and St. Luke's image of Complex Adaptive Leadership (CAS) are most certainly not your traditional hierarchical organizations. Obolensky (2011) states that CAS reflects a dynamic organization where teams come together, perform, and then disband as the need arises. These types of organizations are convinced that there is a connection between co-ownership, creativity, collaboration, and competitive advantage. This steers away from the traditional boundaries created by hierarchical organizations such as department silos, division offices, and so on.
Long-term survival, according to CAS, must be made through always testing boundaries and using them as focal points to force needed change. Evans (2015) describes Wal-Mart as one such company that pushes boundaries and requires its top 100 vendors to use smart tags to track inventory items. These smart tags, referred to as Radio Frequency Identification (RFID) rely on satellites to pickup the movement of inventory items anywhere anytime. This is an example of Walmart moving in a unorthodox technological direction and thus utilizing non-traditional methods of dynamic planning.
These types of discoveries imply that companies in any capacity must test their own boundaries and implement quick reaction teams and work groups to solve problems utilizing the talents of all. My own organization (the U.S. Air Force) does not have the same function as Walmart, but as exemplified by Walmart, any organization can look forward to the future and utilize working groups and technology to advance themselves. Where do you think the idea for RFIDs came from? Likely, it was a working group or an individual that was allowed to "think outside the box" and brainstorm some ideas for new tracking devices. New tracking devices which would have more unique and useful capabilities compared modern devices.
In conclusion, my organization and many others in today's world do not quite function or perform as Walmart does. However, the ability for any organization to survive and adapt depends on taking cues from other organizations whether similar in function and purpose or not. Lessons can be learned from successful companies no matter what industry they serve. We as leaders, managers, and mid-level workers must constantly seek out other business models and seek to adapt and prepare our organizations for the future.
References
Evans, M. H. (2015). Complex Adaptive Systems. Retrieved from
http://www.exinfm.com/board/complex_adaptive_systems.htm
Obolensky, N. (2011). Complex Adaptive Leadership: Embracing paradox and uncertainty.
Burlington, VT: Gower Publishing Company.
Morning Star and St. Luke's image of Complex Adaptive Leadership (CAS) are most certainly not your traditional hierarchical organizations. Obolensky (2011) states that CAS reflects a dynamic organization where teams come together, perform, and then disband as the need arises. These types of organizations are convinced that there is a connection between co-ownership, creativity, collaboration, and competitive advantage. This steers away from the traditional boundaries created by hierarchical organizations such as department silos, division offices, and so on.
Long-term survival, according to CAS, must be made through always testing boundaries and using them as focal points to force needed change. Evans (2015) describes Wal-Mart as one such company that pushes boundaries and requires its top 100 vendors to use smart tags to track inventory items. These smart tags, referred to as Radio Frequency Identification (RFID) rely on satellites to pickup the movement of inventory items anywhere anytime. This is an example of Walmart moving in a unorthodox technological direction and thus utilizing non-traditional methods of dynamic planning.
These types of discoveries imply that companies in any capacity must test their own boundaries and implement quick reaction teams and work groups to solve problems utilizing the talents of all. My own organization (the U.S. Air Force) does not have the same function as Walmart, but as exemplified by Walmart, any organization can look forward to the future and utilize working groups and technology to advance themselves. Where do you think the idea for RFIDs came from? Likely, it was a working group or an individual that was allowed to "think outside the box" and brainstorm some ideas for new tracking devices. New tracking devices which would have more unique and useful capabilities compared modern devices.
In conclusion, my organization and many others in today's world do not quite function or perform as Walmart does. However, the ability for any organization to survive and adapt depends on taking cues from other organizations whether similar in function and purpose or not. Lessons can be learned from successful companies no matter what industry they serve. We as leaders, managers, and mid-level workers must constantly seek out other business models and seek to adapt and prepare our organizations for the future.
References
Evans, M. H. (2015). Complex Adaptive Systems. Retrieved from
http://www.exinfm.com/board/complex_adaptive_systems.htm
Obolensky, N. (2011). Complex Adaptive Leadership: Embracing paradox and uncertainty.
Burlington, VT: Gower Publishing Company.
Comments
Post a Comment