The Manager as a Systems Thinker

IntroductionManaging an organization is no easy job. There are a lot of factors that should be taken into account solvees, procedures, masses, raw materials, and accountabilities among others. stipulation this complexities, motorcoachs tend to view their role as that of the maintenance officer essay to make everything run given the schedule and agreed upon goals within the organization.The complexities of the worry process is pull down confounded by the difficulties in the communication process brought about by conflicting ideas and privateities of different people, as well as by new trends and issues arising in the society. In this regard, advances in telecommunications and other technologies withal pose a challenge to the processes used to be followed by the passenger vehicle in particular and by the organization in general.Problems and challenges occur in different surface areas of the organization in the same counselling that a form may break down every now and then. Managers, however, in attachment these problematic areas, tend to focalization completely on the particular area where the problem occurred. The other extreme position is to focus on the bountiful picture too much without going down to the level of the expound and difficult to understand what made such an area malfunction (Reed, 2006).The complete picture, however, is more than retributive the sum of the individual parts. When these individual parts serve together to help achieve a goal or arrange a process, they can non be easily broken down into the component parts. As such, the system takes on a life of its own and may even dictate the future direction that the organization may take in the future (Ryba, 1996).The Role of the ManagerTraditionally, charabancs are seen coordinators and a kind of handler that monitors everything going on within the organization. If anything goes wrong, he should be there trying to fix things and making sure that they get back on embrace to make things going again. Such a role of the manager, however, is limited to trouble-shooting and monitoring. It does not capture the breadth and depth of what truly goes on in the focus process.Thankfully a lot of authors have looked into a more holistic view of the manager. subsequently all, the manager is not a firefighter that is only present whenever something or somebody is on fire. Rather, the manager also is a draw in the sense that he sees what is going on, and he foresees where the trends and serving are leading the organization. As such, the manager is a proactive leader that takes the necessary precautions and steps to ensure that the different aspect of the organization is coiffure to take on the challenges brought by the external and even the internal milieu of the organization.The twenty-first century is the century that information and know guidege took center wear round in the economy. Handling knowledge and information is now as grand as managing the asse mbly line. In my own experience, oversight is more than just monitoring and implementing projects. Rather, a manager is also a thinker who takes into considerateness the overall situation of the organization and how it can survive given the difficulties and challenges it is facing. The manager does some tweaks here and there but on the whole, he takes into friendliness how the whole system can work better.Personal Experience of Managing utilise Systems ThinkingA recent personal experience in management occurred to me. The manager, although a friend of mine, was complaining about the low level of produce from some members of the organization. Up to a certain degree, he was right. There were two people who were simply not meeting the standards that the company has setthese people did not meet their sales quota, which of course, affected the performance of the whole team.What the manager did was in step with systems thinking. Instead of going directly to the two persons and bera te them for their poor performance, he observed them keenly and tried to understand the situation. After several days of observing them and their work patterns, he also conducted liberal chats with other members of the team regarding work processes and alive(p)s. By the end of the month, he called for a meeting to address the level of the performance as well as some of the issues that he was able to uncover.As it turned out, there were personal differences between the two persons and it was affecting their level of performance. The manager, however, did not only focus on that, but he also looked into the settings in the office and the way that work flows were designed. He elicited several suggestions for a more dynamic and responsive work flow from the team members. After that, he led the team members into a brainstorming of several ways of addressing the issue of performance. Had he asserted his authority right away, he would not have secured the interlocking of everyone. But be cause of systems thinking, the team was able to identify the root causes of difficulties and challenges.