![]() Environments range from “static” on one extreme to “dynamic” on the other. Pfeffer and Salancik described the environment as the events occurring in the world that have any effect on the activities and outcomes of an organization. Most effective organizations, according to systems theory, adapt to their environments. Pfeffer and Salancik defined effectiveness as “how well an organization is meeting the demands of the various groups and organizations that are concerned with its activities.” Pfeffer and Salancik (1978), p. This perspective is broader and more comprehensive than the goal-attainment approach because it is not limited to measuring effectiveness as meeting goals determined by powerful internal coalitions that may or may not be propitious for the whole organization. If an organization is able to maintain homeostasis, which includes not just survival but also growth, then it is effective. in order to “avoid the static connotations of equilibrium and to bring out the dynamic, processual, potential-maintaining properties of basically unstable… systems.” Buckley (1967), p. Homeostasis is a measure of how effective an organization is. Effective systems are characterized by a steady state that systems theorists call homeostasis The ability of an organization to survive and also grow. ![]() The systems approach is an external standard that measures effectiveness based on long-term growth or sustainability. are insensitive to environmental deviations, whereas open systems are responsive to changes in the environment. Closed systems Organizational behavior in which an organization is insensitive to environmental deviations. The distinction between closed and open systems is determined by the level of sensitivity to the external environment. In reality, because no social systems can be completely closed or open, they are usually identified as relatively closed or relatively open. Open organizations exchange information, energy, or resources with their environments, whereas closed systems do not. Theoretically, systems can be considered either open or closed. As can be seen, the systems approach focuses on the means used to maintain organizational survival and emphasize long-term goals rather than the short-term goals of the goal-attainment approach. The system then seeks feedback to determine if the output was effective in restoring equilibrium. The systems then process the input internally, which is called throughput, and release outputs into the environment in an attempt to restore equilibrium to the environment. Systems receive input from the environment either as information or in the form of resources. This approach identifies organizational behavior by mapping the repeated cycles of input, throughput, output, and feedback between an organization and its external environment. Katz and Kahn (1966) Bertalanffy (1951), pp. was first applied by Katz and Kahn, who adapted General Systems Theory to organizational behavior. This approach is responsive to changes in the environment. The open-systems approach Organizational behavior in which an organization exchanges information, energy, or resources with its environment. According to Cutlip, Center, and Broom, public relations’ essential role is to help organizations adjust and adapt to changes in an organization’s environment. Organizations depend on their environments for several essential resources: customers who purchase the product or service, suppliers who provide materials, employees who provide labor or management, shareholders who invest, and governments that regulate. The view of organizations as open social systems that must interact with their environments in order to survive is known as the systems theory approach The view of organizations as open social systems that must interact with their environments in order to survive.
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