General systems theory (Von Bertalanffy, 1968) is a way of analysing and thinking about the problem of duplication and fragmentation found across disciplines such as biology (Von Bertalanffy, 1950), technology, (Davis, 1986), and business (Sterman, 2000) among other areas. This study relies on systems theory of management as expounded by (Sterman, 2000). The premise of systems theory is that organisations are perceived as “living organisms made up of numerous component subsystems that must work together in harmony for the larger system to succeed. According to systems theory, organisational success relies on synergy, interrelations and interdependence between different subsystems” (Grobler & Diedericks, p. 19). Within these subsystems, are departments, facilities work groups and business units filled with employees, who are believed to be the lifeblood of an organisation.
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Within the systems theory framework, is the aspect of employee relations (Csikszentmihalyi, 1990). At a fundamental level, employee relations entail the creation of a combined group dynamic within an organisation rather than an ‘us against them’ mentality that results in feelings of disengagement between managers, employees and the organisations they work for (Csikszentmihalyi, 1999). Employee relations comprises of compensation decisions such as promotions, raises, bonuses, workplace environment, employee development programs such as company culture and college tuition reimbursement (Csikszentmihalyi, 1990). Through recognition of employees' accomplishments and contributions, is respecting the demands of employees' home and family lives, a major part of employee relations would have been covered. Positive employment relations, thus influences ones’ performance when at work, thereby fulfilling one characteristic of a system where each element has an influence on the functioning of the whole (Laszlo & Krippner, 1998).
Of greater importance in systems theory, is interdependence and interrelationships.
Central to the systems theory is the aspect of humanity where the concept of interdependence between groups and employees easily translates into a systems theory framework (Grobler, 2009). This point to the fact that employees among themselves, rely on each other whilst the working environment provide training, guidance and other necessary support on the job (Gifford, Carta, & Cox, 2008). As a result, by putting major focus on positive employee relations, a company culture that allows for openness, reinforces and facilitates the inter-dependence of departments, work groups and individuals. This is also supported by the contingency theory where dynamics of the internal subsystems of a system determines the structure and form of any system. In support of this, according to the person –environment fit, the more a person’s work environment fulfils his or her needs, values or personal characteristics, the greater the
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degree of job satisfaction. Thus, through synergic thoughts, creativity and innovation that comes out of harmonious working relations at all organisational levels will be created. Social systems are “related either to the internal environment of other social systems or to external non-social environments such as psychic, biological and cultural environments” (Stichweh, 2007, p. 530) ‘imposing’ an organisational culture that does not take into consideration traditional values, individual’s beliefs, will be a great hindrance on organisational effectiveness.
Values are important in that they encourage repeating behavioural sequence, forming stereotypes and performing rituals (Laszlo & Krippner, 1998). In Parson’s thinking, a system in its formation comprises of four possibilities, which include adaptive systems (for example the economy), goal attainment (i.e. internal orientation, the future), integration of system elements (i.e. the society conceived as a community) and lastly maintenance of long-term patterns (for example cultural institutions in society) (Parsons, 2013). Parsons distinction of cultural institutions and the adaptive economic system is a pointer to the synergy of components within a system, such that one part cannot be ignored if the desired results are to be achieved. Echoed by his further development of the sociological systems theory “systems and subsystems are interrelated through the input output of resources which are either the result or precondition of ongoing system processes” (Parsons, 2013, p. 17). The resources are in the form of motivation, cognitive, rights and values which are attributed to employees (Stichweh, 2008).
Given that people are at the centre of an organisation, the contribution(s) of cultural institutions through values and beliefs embedded in individuals must not be underestimated as doing so may undermine their contributions to the system (Bhengu, 1996). Given the changing nature of human cognitive maps as well as systems theory’s
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ability to render the complex dynamics of human bio-psycho-socio-cultural change comprehensible (Laszlo & Krippner, 1998), this study seeks to understand workers’
perceptions on work engagement, job satisfaction, psychological empowerment and organisational citizenship within the cultural institutions as well as the systems they operate under. Systems theory is helpful in this endeavour as through it an appreciation can be derived about how enhancing relationships can be established and sustained between an organisation and its employees who are networked in other influential contexts that may not be in line with both their psychological wellbeing and the organisations interests. With a view that individual cognitive maps are influenced by extant cultural values and beliefs (Laszlo & Krippner, 1998), Ubuntu philosophy and Systems theory provides a major platform for examining the most valued practises for effective business operations. Below, is a discussion of the Ubuntu management philosophy.