1. Compare and contrast the overarching ideas of natural systems theory and open systems theory. Natural systems theory indicates that organizational members are members due to their commitment to attaining organizational goals. That is because there is a variation between the ‘real’ and stated objectives the organization pursues (between the operational objectives being observed and the professed objectives that are announced) (Tompkins, 2004). The difference indicates that the real agreed-upon objective is a multifaceted series of objectives with varying meanings at different organizational levels. However, unlike the natural systems theory, the open systems theory indicates the impact of the environment on the business (Tompkins, 2004). Since all systems as shown in this assignment help are regarded as a blend of parts where its connection makes them co-dependent, there are several ways the environment is involved in the relationship. Firstly, the system transforms into organic or open system while process or walls do not restrain the organizational structure within the business. Secondly, the organization is infiltrated, supported, and shaped by the environment surrounding the business.  2. Identify and explain the “zones of indifference” as explained by Chester Barnard. Chester Barnard’s influential work focuses on compliance impulses in people and their inclination to contribute to the business instead of just responding to formal authority. Thus, the zone of indifference, according to Barnard, is a range or zone of activities that the manager gives that the worker is inclined to follow without judgment or reservation (Tompkins, 2004). An employee has certain expectations of his or her employer and there are certain contributions the worker is willing to provide to the boss. These contributions comprise quantity of applied talent and intensity of loyalty and skills. Activities beyond the zone of indifference need extra will or inducements before being conducted. A career growth and job security are examples of inducements.. However, Barnard is concerned that organizations can manipulate the zone of indifference by providing inducements that exceed sacrifices and burdens (Tompkins, 2004). Nonetheless, when the balance between burdens and inducements is negative, employees will behave in unreliable ways, malinger, or resign. To this end, that is why management that is coerced fails.  See profsonly.com for a detailed explanation. 3. What is structural-functional theory? The goal of structural-functional theory is to address the structure based on their roles as it views society as a structure (the varying types of institutions, the roles that institutions play, and how they are vocalized). When he noticed the similarities between the human body and society, Herbert Spencer, an English philosopher and scientist, became the forerunner of structural-functional theory (Tompkins, 2004). It may be argued that many social groups collab.

1. 1.
Compare and contrast the overarching ideas of natural systems
theory and open systems theory.
Natural systems theory indicates that organizational members
are members due to their commitment to attaining
organizational goals. That is because there is a variation
between the ‘real’ and stated objectives the organization
pursues (between the operational objectives being observed and
the professed objectives that are announced) (Tompkins, 2004).
The difference indicates that the real agreed-upon objective is a
multifaceted series of objectives with varying meanings at
different organizational levels. However, unlike the natural
systems theory, the open systems theory indicates the impact of
the environment on the business (Tompkins, 2004). Since all
systems as shown in this
assignment help
are regarded as a blend of parts where its connection makes
them co-dependent, there are several ways the environment is
involved in the relationship. Firstly, the system transforms into
organic or open system while process or walls do not restrain
the organizational structure within the business. Secondly, the
organization is infiltrated, supported, and shaped by the
environment surrounding the business.
2.
Identify and explain the “zones of indifference” as explained by
Chester Barnard.
Chester Barnard’s influential work focuses on compliance

2. impulses in people and their inclination to contribute to the
business instead of just responding to formal authority. Thus,
the zone of indifference, according to Barnard, is a range or
zone of activities that the manager gives that the worker is
inclined to follow without judgment or reservation (Tompkins,
2004). An employee has certain expectations of his or her
employer and there are certain contributions the worker is
willing to provide to the boss. These contributions comprise
quantity of applied talent and intensity of loyalty and skills.
Activities beyond the zone of indifference need extra will or
inducements before being conducted. A career growth and job
security are examples of inducements.. However, Barnard is
concerned that organizations can manipulate the zone of
indifference by providing inducements that exceed sacrifices
and burdens (Tompkins, 2004). Nonetheless, when the balance
between burdens and inducements is negative, employees will
behave in unreliable ways, malinger, or resign. To this end, that
is why management that is coerced fails. See profsonly.com for
a detailed explanation.
3.
What is structural-functional theory?
The goal of structural-functional theory is to address the
structure based on their roles as it views society as a structure
(the varying types of institutions, the roles that institutions
play, and how they are vocalized). When he noticed the
similarities between the human body and society, Herbert
Spencer, an English philosopher and scientist, became the
forerunner of structural-functional theory (Tompkins, 2004). It
may be argued that many social groups collaborate to keep
society working, just as various physical organs coexist
peacefully to keep the body healthy. Society’s social structure
comprises certain components such as values, social norms, and
social institutions that are symbiotic and interconnected. Each

3. element has a specified objective and overall they provide a
stable and balanced running of society. Ref:
https://profsonly.com/author/anyprofexpert/
Emile Durkheim is a structural-functionalist who claims that
incompatibility between social norms and the traditional belief
systems can cause social change. However, he states that
organic solidarity and mechanical solidarity are the two types of
society that keep it intact (Tompkins, 2004). Primitive
communities have mechanical solidarity as it lacks status
differentiation and economic advancement. On the other hand,
organic solidarity provides society with status differentiation
and widespread division of labor. To this end, society needs
functional differentiation because it brings people together and
strengthens social solidarity.
4.
Explain the contribution of Lewin and Likert to the field of
organization theory.
Kurt Lewin is well known for proposing change management in
the beginning of the 20th century. He is also among the first to
study organizational development and explore group dynamics
(Tompkins, 2004). He created a model with three stages of
change (unfreezing, change process, and refreezing) to assess
the process of change in the environment of the organization
and to determine how to challenge the status quo to realize
effective change. On the other hand, Rensis Likert proposed the
management systems in the 1950s (Tompkins, 2004). He offers
four management frameworks (participative, consultative,
benevolent, and exploitative authoritative) to explain the duties,
engagement, and interactions between management and workers
in industrial contexts.

4. Conflicts and disagreements
When an employee alleges that he or she is being discriminated
against because he or she has the same skills and experience as
someone else, he or she is likely to be involved in an
employment dispute. A direct or instantaneous link is not
required. However, a workplace conflict is not always the result
of a disagreement between coworkers of different races, sexes,
or other differences; in fact, many such conflicts develop on a
daily basis over personal matters and are not directly related to
illegal discrimination. As a result, employment conflicts are
distinct from workplace conflicts, which are characterized by
the reality of dispute in the workplace rather than the legality of
the conflict itself. Disputes in the workplace are most often
between an individual and his or her employer over a specific
decision, but they can also arise between groups of employees.
In order to have a bad relationship between an employer and an
employee, there are many factors that contribute to it. Strikes,
gherao, lockouts, and other industrial issues show that relations
between employers and employees are far from ideal. Factors
that contribute to poor employer-employee relations can be
found in a wide range of areas.
Causes of the Economic Crisis
Writing Help
Poor salaries and working conditions are the primary causes of
poor relations between management and workers. Other
economic factors include unauthorized deductions from wages,
a lack of fringe benefits, a lack of advancement chances,
discontent with job evaluation and performance evaluation
techniques, and flawed incentive schemes. Trade unions agitate
and industrial peace is disrupted when businesses fail to pay
workers fairly and provide them with decent working and living
circumstances. Industrial conflict is exacerbated by a lack of

5. suitable infrastructure, worn-out equipment, poor design, poor
upkeep, and other physical and technological factors.
Causes in the Workplace
It is the organizational causes of poor relations in industry, such
as a faulty communication system, dilution of supervision and
command, the non-recognition of trade unions, unfair practices,
and violations of collective agreements and standing orders as
well as labor laws.
causes that benefit the greater good
The biggest societal reason is the boring nature of job. The
factory system and specialization have made the worker a mere
cog in the machinery. There is no longer any pride or
satisfaction in the worker's work. Employer-employee relations
have been strained as a result of social tensions, the breakup of
families, and a rise in intolerance. Industrial conflicts arise
from dissatisfaction with one's work and personal life.
Causes of Politics
Multiple trade unions, inter-union rivalry, and the political
aspect of trade unions weaken the trade union movement.
Collective bargaining is ineffective if there are no strong and
accountable trade unions. As a strike committee, the union's
status has been relegated. The outsiders who become union
leaders by making grandiose promises to workers demand too
much from businesses. Disputes emerge when companies refuse
to meet their expectations, which harms ties between employers
and employees across the country.
Having a bad relationship between the employer and the
employee can have a negative impact on everyone. Conflicts in
the workplace limit labor productivity. Costs go up as a result

6. of a decrease in productivity and quality. Employee turnover
and absences rise as the workplace loses its sense of discipline.
The collapse of industry has a negative impact on the working
class. Getting better pay and working conditions is a major
struggle for them. Many of them are demoted or fired as a result
of this. According to these theories, Ferguson employees'
relations can be analyzed and relevant concepts may be applied
to the company's personnel.
Reference
Tompkins, J. R. (2004).
Organization theory and public management
. Cengage Learning.