Outline the key issues involved in Open Systems Theory including the f.docx
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Outline the key issues involved in Open Systems Theory including the five key systems properties Solution rganization as Open Systems Systems can vary in how open they are to their outside environments. Open systems, such as organizations and people, exchange information and resources with their environments. They cannot completely control their own behavior and are influenced in part by external forces. Organizations, for example, are affected by such environmental conditions as the availability of raw material, customer demands, and government regulations. Understanding how these external forces affect the organization can help explain some of its internal behavior. Open systems display a hierarchical ordering. Each higher level of system comprises lower-level systems: systems at the level of society comprise organizations; organizations comprise groups (departments); and groups comprise individuals. Although systems at different levels vary in many ways .
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Organizations are involved in many challenges ranging from global .docx
Organizations are involved in many challenges ranging from global competition, economic dislocation, to even corporate downsizing. These challenges call for leaders and executives to evaluate and improve performance in the global environment. The survival of an organization is dependent upon the administration's capability to adapt to the ever-changing environment.
Organizations must take direct actions towards successful adaptation. The timing of this is crucial to maintain an organization structure that fits the environment. The administration will keep the organization at the center of the various action items needed to keep up with changing boundaries.
There are various ways that an organization can accomplish this. There are three views of organizational structure: the rational system, the natural system, and the open system.
Rational System
In a rational system perspective, the principal characteristic of organizations is to achieve specific and detailed solid goals. This system views organizations as "highly formalized" structures that are concentrated on achieving the goals.
Natural System
Organizations in the natural system are considered part of the social system. Natural systems are considered to be focused on the participant's behavior and structure. In this type of organizations, both distinct and common interests are pursued by the members of the organization.
Open System
The third perspective, open, views the business as activities involving coalitions of members. These open systems are able to be self-maintained by utilizing the resources provided or gathered from the environment. The principal focus is on the resources that can be shared with the business environment (Scott, 2003).
Additional Materials
This PowerPoint Presentationwill give more information on International Organization Design and Control.
This PowerPoint Presentationwill give more information on International Operations Management.
This PowerPoint Presentationwill give more information on International Financial Management.
35
Performance Improvement, vol. 49, no. 5, May/June 2010
©2010 International Society for Performance Improvement
Published online in Wiley InterScience (www.interscience.wiley.com) • DOI: 10.1002/pfi.20150
RATIONAL, NATURAL, AND OPEN:
ORGANIZATIONAL SYSTEM TYPOLOGIES
AND THEIR RELEVANCE FOR PERFORMANCE
IMPROVEMENT PROFESSIONALS
Donald J. Winiecki, EdD, PhD
The work of human performance technology (HPT) is always conducted in an organization of
some type. However, many of the frameworks and models of this field do not differentiate
between types of organizations. The discipline of organizational sociology has produced a
typology of organizations that can be of substantive use to the HPT practitioner. This article
provides a brief description of these types and links to HPT, with the goal of providing new
“tools to think with” for the HPT practitioner.
ONE CANNOT GO VERY far in a study of organizations
without coming acro.
Theories and Organizations
Dr. William Allan Kritsonis earned his BA in 1969 from Central Washington University, Ellensburg, Washington. In 1971, he earned his M.Ed. from Seattle Pacific University. In 1976, he earned his PhD from the University of Iowa. In 1981, he was a Visiting Scholar at Teachers College, Columbia University, New York, and in 1987 was a Visiting Scholar at Stanford University, Palo Alto, California.
In June 2008, Dr. Kritsonis received the Doctor of Humane Letters, School of Graduate Studies from Southern Christian University. The ceremony was held at the Hilton Hotel in New Orleans, Louisiana.
Recommended
Organizations are involved in many challenges ranging from global .docx
Organizations are involved in many challenges ranging from global competition, economic dislocation, to even corporate downsizing. These challenges call for leaders and executives to evaluate and improve performance in the global environment. The survival of an organization is dependent upon the administration's capability to adapt to the ever-changing environment.
Organizations must take direct actions towards successful adaptation. The timing of this is crucial to maintain an organization structure that fits the environment. The administration will keep the organization at the center of the various action items needed to keep up with changing boundaries.
There are various ways that an organization can accomplish this. There are three views of organizational structure: the rational system, the natural system, and the open system.
Rational System
In a rational system perspective, the principal characteristic of organizations is to achieve specific and detailed solid goals. This system views organizations as "highly formalized" structures that are concentrated on achieving the goals.
Natural System
Organizations in the natural system are considered part of the social system. Natural systems are considered to be focused on the participant's behavior and structure. In this type of organizations, both distinct and common interests are pursued by the members of the organization.
Open System
The third perspective, open, views the business as activities involving coalitions of members. These open systems are able to be self-maintained by utilizing the resources provided or gathered from the environment. The principal focus is on the resources that can be shared with the business environment (Scott, 2003).
Additional Materials
This PowerPoint Presentationwill give more information on International Organization Design and Control.
This PowerPoint Presentationwill give more information on International Operations Management.
This PowerPoint Presentationwill give more information on International Financial Management.
35
Performance Improvement, vol. 49, no. 5, May/June 2010
©2010 International Society for Performance Improvement
Published online in Wiley InterScience (www.interscience.wiley.com) • DOI: 10.1002/pfi.20150
RATIONAL, NATURAL, AND OPEN:
ORGANIZATIONAL SYSTEM TYPOLOGIES
AND THEIR RELEVANCE FOR PERFORMANCE
IMPROVEMENT PROFESSIONALS
Donald J. Winiecki, EdD, PhD
The work of human performance technology (HPT) is always conducted in an organization of
some type. However, many of the frameworks and models of this field do not differentiate
between types of organizations. The discipline of organizational sociology has produced a
typology of organizations that can be of substantive use to the HPT practitioner. This article
provides a brief description of these types and links to HPT, with the goal of providing new
“tools to think with” for the HPT practitioner.
ONE CANNOT GO VERY far in a study of organizations
without coming acro.
Theories and Organizations
Dr. William Allan Kritsonis earned his BA in 1969 from Central Washington University, Ellensburg, Washington. In 1971, he earned his M.Ed. from Seattle Pacific University. In 1976, he earned his PhD from the University of Iowa. In 1981, he was a Visiting Scholar at Teachers College, Columbia University, New York, and in 1987 was a Visiting Scholar at Stanford University, Palo Alto, California.
In June 2008, Dr. Kritsonis received the Doctor of Humane Letters, School of Graduate Studies from Southern Christian University. The ceremony was held at the Hilton Hotel in New Orleans, Louisiana.
Edgar huse systems and the change process
Systems and Change Process is important in Organizational Development (OD). Edgar Huse presents various theories as approaches for OD Practitioners
Chapter 3 Frameworks for Diagnosing Organizations What” to Change.docx
Chapter 3 Frameworks for Diagnosing Organizations “What” to Change in an Organization
There is nothing as practical as a good theory.
—Kurt Lewin
Chapter Overview
· Change leaders need to understand both the process of making organizational modifications (the how to change as outlined in Chapter 2) and the ability to diagnose organizational problems and take actions to change an organization.
· Determining what needs changing requires clear organizational frameworks. Change leaders need to comprehend the complexity and interrelatedness of organizational components: how analysis needs to occur at different organizational levels, and how organizations and their environments will shift over time, requiring further analysis and action.
· This chapter outlines several frameworks that one can use to analyze organizational dynamics:
1 Nadler and Tushman’s Congruence Model balances the complexity needed for organizational analysis, and the simplicity needed for action planning and communication, and provides the over-arching structure for this book;
2 Sterman’s Systems Dynamics Model views the nonlinear and interactive nature of organizations;
3 Quinn’s Competing Values Model provides a framework that bridges individual and organizational levels of analysis;
4 Greiner’s Phases of Organizational Growth Model highlights organizational changes that will—inevitably—occur over time in organizations, from their infancy to maturity; this model is particularly useful for entrepreneurs who sometimes need to be reminded that change needs to occur, even in their small start-up organizations; and
5 Stacey’s Complexity Theory is introduced to highlight the interactive, time-dependent nature of organizations and their evolutionary processes. • Each framework aids a change agent in diagnosing a particular kind of organizational issue and suggests remedies for what ails an institution.
In Chapter 2, we considered the process of change (the Change Path). In this chapter, we deal with what aspects of an organization to change. Differentiating the process from the content is sometimes confusing, but the rather unusual example below will highlight the difference.
Bloodletting is a procedure that was performed to help alleviate the ills of mankind. . . . In the early 19th century, adults with good health from the country districts of England were bled as regularly as they went to market; this was considered to be preventive medicine.1
The practice of bloodletting was based on a set of assumptions about how the body worked—bloodletting would diminish the quantity of blood in the system and thus lessen the redness, heat, and swelling that was occurring. As a result, people seemed to get better after this treatment—but only in the short term. The reality was that they were weakened by the loss of blood. As we know today, the so-called science of bloodletting was based on an inaccurate understanding of the body. It is likely that bloodletting professionals worked to improve ...
Chapter 3 Frameworks for Diagnosing Organizations What” to Change
Chapter 3 Frameworks for Diagnosing Organizations “What” to Change in an Organization
There is nothing as practical as a good theory.
—Kurt Lewin
Chapter Overview
· Change leaders need to understand both the process of making organizational modifications (the how to change as outlined in Chapter 2) and the ability to diagnose organizational problems and take actions to change an organization.
· Determining what needs changing requires clear organizational frameworks. Change leaders need to comprehend the complexity and interrelatedness of organizational components: how analysis needs to occur at different organizational levels, and how organizations and their environments will shift over time, requiring further analysis and action.
· This chapter outlines several frameworks that one can use to analyze organizational dynamics:
1. Nadler and Tushman’s Congruence Model balances the complexity needed for organizational analysis, and the simplicity needed for action planning and communication, and provides the over-arching structure for this book;
2. Sterman’s Systems Dynamics Model views the nonlinear and interactive nature of organizations;
3. Quinn’s Competing Values Model provides a framework that bridges individual and organizational levels of analysis;
4. Greiner’s Phases of Organizational Growth Model highlights organizational changes that will—inevitably—occur over time in organizations, from their infancy to maturity; this model is particularly useful for entrepreneurs who sometimes need to be reminded that change needs to occur, even in their small start-up organizations; and
5. Stacey’s Complexity Theory is introduced to highlight the interactive, time-dependent nature of organizations and their evolutionary processes.
• Each framework aids a change agent in diagnosing a particular kind of organizational issue and suggests remedies for what ails an institution.
In Chapter 2, we considered the process of change (the Change Path). In this chapter, we deal with what aspects of an organization to change. Differentiating the process from the content is sometimes confusing, but the rather unusual example below will highlight the difference.
Bloodletting is a procedure that was performed to help alleviate the ills of mankind. . . . In the early 19th century, adults with good health from the country districts of England were bled as regularly as they went to market; this was considered to be preventive medicine.1
The practice of bloodletting was based on a set of assumptions about how the body worked—bloodletting would diminish the quantity of blood in the system and thus lessen the redness, heat, and swelling that was occurring. As a result, people seemed to get better after this treatment—but only in the short term. The reality was that they were weakened by the loss of blood. As we know today, the so-called science of bloodletting was based on an inaccurate understanding of the body. It is likely that bloodletting professionals worked to imp ...
1 Gareth Morgan’s Organisational Metaphors PER S .docx
1
Gareth Morgan’s Organisational Metaphors
PER S PEC TI V ES O N OR GA N I S A T I O N S
Our interpretations of organisations are always based on some sort of theory to explain reality
(Morgan). Many ideas about organisations and management are based on a small number of taken
for granted beliefs and assumptions.
Organisations are complex and can be understood in terms of several perspectives. People who are
inflexible only see organisations in terms of one of these metaphors, but people who are open and
flexible and suspend judgement are able to recognise several perspectives, which open up several
rather than only a single possibility for dealing with organisations and their problems. We live in a
world that is increasingly complex and deal with complexity by ignoring it.
Morgan identifies nine organisational perspectives.
1. The machine view which dominates modern management thinking and which is typical of
bureaucracies.
2. The organismic view which emphasises growth, adaptation and environmental relations.
3. Organisations as information processors that can learn (brain metaphor).
4. Organisations as cultures based on values, norms, beliefs, rituals and so on.
5. In political organisations interests, conflict and power issues predominate.
6. Some organisations are psychic prisons in which people are trapped by their mindsets.
7. Organisations can adapt and change, and
8. Some organisations are instruments of domination with the emphasis on exploitation and
imposing your will on others.
MACHINE ORG AN ISATION S
Machines and machine thinking dominates the modern world. People are expected to operate like
clockwork by working to certain procedures, rest according to certain rules and repeat that in a
mechanical way. Organisations are machines in which people are parts.
Machine organisations are tools to achieve the ends of those who own them. Organisations have to
adapt to the technology they use and after the Industrial revolution people lost their work
autonomy to become specialists in controlling machines.
Machine organisations are modelled on the military from which it borrowed ranks and uniforms,
standardised regulations, task specialisation, standardised equipment, systematic training, and
command language. Bureaucracies produce routine administration in the same way as machines in
factories.
Machine managers are taught that you can plan for and control organisations and divide
organisations in functional departments with precisely defined jobs. Commands are given from the
top and travel throughout the organisation in a precisely defined way to have a precisely defined
effect. The thrust of classical management theory is that organisations are rational and can be
optimised to become as efficient as possible.
2
Machine organisations work well if the task is simple, the environment stable, the task is repetitive,
if precision is required, and if humans behave like ...
Chapter 4Systems and Critical Approaches to Organizational Co.docx
Chapter 4:
Systems and Critical Approaches to Organizational Communication
Introduction
Consideration of the organismic metaphor
Understanding organizations from a systems perspective
Use a radical frame of reference to look at how critical approaches view organizations as sites of domination
Systems Approaches
Systems approaches take a more macro view of organizations, emphasizing the permeable nature of organizational boundaries
Systems approaches to understanding organizations use this general idea to examine the component parts of an organization and how they work together to keep an organization “alive”
General Systems Theory
Ludwig von Bertalanffy suggested systems concepts for a variety of disciplines
“Novel developments” include:
Hierarchical order
Entropy
Control mechanisms
Open systems
http://isss.org/conferences/madison2008/20080714_1130_ISSS_Drack.pdf
4
Cybernetics
Norbert Wiener’s contribution, from the Greek word for “steersman”
Control and communication theory that examines both machine and animal
Especially important to studying
organizational communication:
System goals
Feedback
Entropy
Gestalt (nonsummativity)
The Process of Organizing
Karl Weick’s definition of organizations includes:
Equivocality
Interdependence
In his book Making Sense of the Organization (2001) Weick states that he views “organizations as collections of people trying to make sense of what is happening around them” (p. 5)
Chaos and Complexity Theories
Used in mathematics to help explain random occurrences
Represents the collapse of order in the status quo
Chaotic behavior can appear random but can be defined mathematically
Complexity theory suggests nature is incredibly complex but is a result of underlying simplicity
The Organization as a System
The component parts and environment of a system interact in a way that can be studied and understood
Parts are interdependent or naturally reliant on one another
Inputs: incoming information
Throughputs: assimilation of that information
Outputs: end results of throughput decisions
Critical Thinking Questions – Systems Characteristics
In what ways do you use feedback to make changes in your life?
Does the quality of input affect the quality of the output in an organizational system?
Organizational System Characteristics
General terms of systems properties include:
Holism: system is more than just the sum of its parts
Nonsummative: results are more than simply adding together each piece
Equifinality: reaching the same final state from differing initial conditions; variety of paths
Entropy: process of degeneration
Typical of closed systems
Negative entropy: flow of information from external environment; leads to growth and sustainability
Typical of open systems
Subsystems and Suprasystems
Departments in an organization need to be aware of what is happening in other departments
There are 10 common characteristics of open systems highlighted by Katz and Kahn (1978)
Feedback: re.
35Performance Improvement, vol. 49, no. 5, MayJune 2010.docx
35
Performance Improvement, vol. 49, no. 5, May/June 2010
©2010 International Society for Performance Improvement
Published online in Wiley InterScience (www.interscience.wiley.com) • DOI: 10.1002/pfi.20150
RATIONAL, NATURAL, AND OPEN:
ORGANIZATIONAL SYSTEM TYPOLOGIES
AND THEIR RELEVANCE FOR PERFORMANCE
IMPROVEMENT PROFESSIONALS
Donald J. Winiecki, EdD, PhD
The work of human performance technology (HPT) is always conducted in an organization of
some type. However, many of the frameworks and models of this field do not differentiate
between types of organizations. The discipline of organizational sociology has produced a
typology of organizations that can be of substantive use to the HPT practitioner. This article
provides a brief description of these types and links to HPT, with the goal of providing new
“tools to think with” for the HPT practitioner.
ONE CANNOT GO VERY far in a study of organizations
without coming across references to “system” and urgent
appeals to “be systemic.”
Although the most recognizable frameworks of human
performance technology (HPT) also make clear refer-
ences to system, the notion of system is treated differently
depending on which framework one inspects. Some pri-
oritize abstract rules, economics, and matters of efficiency
(Gilbert, 1996). Others favor the interactive collaboration
of human actors across different status groups in an orga-
nization (Langdon, 2000). Others assert a particular angle
on societal interests (Kaufman, 2005), while still others
allude to physical systems concepts converted to a cyber-
netic approach to human organizations (Brethower,
1999).
Each of these approaches to system is related to an ide-
ology arising at a particular point in the past 200 years, in
which particular values and perceived needs were incor-
porated into organizational designs and management
methods. Incorporating the rise of large and distributed
organizations in the mid-19th century to our present
concepts of ecological systems, the field of organizational
sociology has identified different organizational types
and arranged them into a typology including rational,
natural, and open systems (Scott, 2003).
Although HPT seems to be silent regarding what orga-
nizational system underpins any particular HPT frame-
work, we can induce this information from a review of
organizational system types. Such a review may help HPT
practitioners better decide how to proceed when working
with different organizations and different apparent needs.
RATIONAL SYSTEMS
From the early 19th century, organizations were influ-
enced by the idea that they and even entire societies were
like physical machines that could be designed to fulfill
predefined and large-scale purposes. With this view, each
organizational component was considered a part of a
metaphorical machine that could be designed and engi-
neered to meet some goal. This concept is known as the
rational system type. The work of Frederick Taylor typi-
fies the.
The December 31- 2012- balance sheet for Thomas Company showed total s.docx
The December 31, 2012, balance sheet for Thomas Company showed total stockholders
Solution
..
Given:-
Change in Total stockholder
.
The cost of building a new high speed railway system is reported to be.docx
The cost of building a new high speed railway system is reported to be high at 25 billion. Does it neccesarily follow hat the high speed railway is not worth building?
Solution
The following factors should be considered besides only the cost of building the project-
Land acquisition
Railway projects require the land
acquisition and also displacement of businesses and homes. Government has to work out fair compensation for those bearing the losses. Sometimes acquisition laws can be very complex.
Allocating risk correctly
The private sector also has to play a part in these projects
This could be through system suppliers, construction companies, operating companies, rolling stock producers or private finance suppliers.Thus allocation of various risks has to be done correctly
Securing funding
Transport infrastructure is called a public good and the
services are a benefit for a huge number of people. Thus,
not only the financial returns but the social
returns also need to be considered. A complete feasibility study should be done prior to starting this project.
The other factors are-
.
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Edgar huse systems and the change process
Systems and Change Process is important in Organizational Development (OD). Edgar Huse presents various theories as approaches for OD Practitioners
Chapter 3 Frameworks for Diagnosing Organizations What” to Change.docx
Chapter 3 Frameworks for Diagnosing Organizations “What” to Change in an Organization
There is nothing as practical as a good theory.
—Kurt Lewin
Chapter Overview
· Change leaders need to understand both the process of making organizational modifications (the how to change as outlined in Chapter 2) and the ability to diagnose organizational problems and take actions to change an organization.
· Determining what needs changing requires clear organizational frameworks. Change leaders need to comprehend the complexity and interrelatedness of organizational components: how analysis needs to occur at different organizational levels, and how organizations and their environments will shift over time, requiring further analysis and action.
· This chapter outlines several frameworks that one can use to analyze organizational dynamics:
1 Nadler and Tushman’s Congruence Model balances the complexity needed for organizational analysis, and the simplicity needed for action planning and communication, and provides the over-arching structure for this book;
2 Sterman’s Systems Dynamics Model views the nonlinear and interactive nature of organizations;
3 Quinn’s Competing Values Model provides a framework that bridges individual and organizational levels of analysis;
4 Greiner’s Phases of Organizational Growth Model highlights organizational changes that will—inevitably—occur over time in organizations, from their infancy to maturity; this model is particularly useful for entrepreneurs who sometimes need to be reminded that change needs to occur, even in their small start-up organizations; and
5 Stacey’s Complexity Theory is introduced to highlight the interactive, time-dependent nature of organizations and their evolutionary processes. • Each framework aids a change agent in diagnosing a particular kind of organizational issue and suggests remedies for what ails an institution.
In Chapter 2, we considered the process of change (the Change Path). In this chapter, we deal with what aspects of an organization to change. Differentiating the process from the content is sometimes confusing, but the rather unusual example below will highlight the difference.
Bloodletting is a procedure that was performed to help alleviate the ills of mankind. . . . In the early 19th century, adults with good health from the country districts of England were bled as regularly as they went to market; this was considered to be preventive medicine.1
The practice of bloodletting was based on a set of assumptions about how the body worked—bloodletting would diminish the quantity of blood in the system and thus lessen the redness, heat, and swelling that was occurring. As a result, people seemed to get better after this treatment—but only in the short term. The reality was that they were weakened by the loss of blood. As we know today, the so-called science of bloodletting was based on an inaccurate understanding of the body. It is likely that bloodletting professionals worked to improve ...
Chapter 3 Frameworks for Diagnosing Organizations What” to Change
Chapter 3 Frameworks for Diagnosing Organizations “What” to Change in an Organization
There is nothing as practical as a good theory.
—Kurt Lewin
Chapter Overview
· Change leaders need to understand both the process of making organizational modifications (the how to change as outlined in Chapter 2) and the ability to diagnose organizational problems and take actions to change an organization.
· Determining what needs changing requires clear organizational frameworks. Change leaders need to comprehend the complexity and interrelatedness of organizational components: how analysis needs to occur at different organizational levels, and how organizations and their environments will shift over time, requiring further analysis and action.
· This chapter outlines several frameworks that one can use to analyze organizational dynamics:
1. Nadler and Tushman’s Congruence Model balances the complexity needed for organizational analysis, and the simplicity needed for action planning and communication, and provides the over-arching structure for this book;
2. Sterman’s Systems Dynamics Model views the nonlinear and interactive nature of organizations;
3. Quinn’s Competing Values Model provides a framework that bridges individual and organizational levels of analysis;
4. Greiner’s Phases of Organizational Growth Model highlights organizational changes that will—inevitably—occur over time in organizations, from their infancy to maturity; this model is particularly useful for entrepreneurs who sometimes need to be reminded that change needs to occur, even in their small start-up organizations; and
5. Stacey’s Complexity Theory is introduced to highlight the interactive, time-dependent nature of organizations and their evolutionary processes.
• Each framework aids a change agent in diagnosing a particular kind of organizational issue and suggests remedies for what ails an institution.
In Chapter 2, we considered the process of change (the Change Path). In this chapter, we deal with what aspects of an organization to change. Differentiating the process from the content is sometimes confusing, but the rather unusual example below will highlight the difference.
Bloodletting is a procedure that was performed to help alleviate the ills of mankind. . . . In the early 19th century, adults with good health from the country districts of England were bled as regularly as they went to market; this was considered to be preventive medicine.1
The practice of bloodletting was based on a set of assumptions about how the body worked—bloodletting would diminish the quantity of blood in the system and thus lessen the redness, heat, and swelling that was occurring. As a result, people seemed to get better after this treatment—but only in the short term. The reality was that they were weakened by the loss of blood. As we know today, the so-called science of bloodletting was based on an inaccurate understanding of the body. It is likely that bloodletting professionals worked to imp ...
1 Gareth Morgan’s Organisational Metaphors PER S .docx
1
Gareth Morgan’s Organisational Metaphors
PER S PEC TI V ES O N OR GA N I S A T I O N S
Our interpretations of organisations are always based on some sort of theory to explain reality
(Morgan). Many ideas about organisations and management are based on a small number of taken
for granted beliefs and assumptions.
Organisations are complex and can be understood in terms of several perspectives. People who are
inflexible only see organisations in terms of one of these metaphors, but people who are open and
flexible and suspend judgement are able to recognise several perspectives, which open up several
rather than only a single possibility for dealing with organisations and their problems. We live in a
world that is increasingly complex and deal with complexity by ignoring it.
Morgan identifies nine organisational perspectives.
1. The machine view which dominates modern management thinking and which is typical of
bureaucracies.
2. The organismic view which emphasises growth, adaptation and environmental relations.
3. Organisations as information processors that can learn (brain metaphor).
4. Organisations as cultures based on values, norms, beliefs, rituals and so on.
5. In political organisations interests, conflict and power issues predominate.
6. Some organisations are psychic prisons in which people are trapped by their mindsets.
7. Organisations can adapt and change, and
8. Some organisations are instruments of domination with the emphasis on exploitation and
imposing your will on others.
MACHINE ORG AN ISATION S
Machines and machine thinking dominates the modern world. People are expected to operate like
clockwork by working to certain procedures, rest according to certain rules and repeat that in a
mechanical way. Organisations are machines in which people are parts.
Machine organisations are tools to achieve the ends of those who own them. Organisations have to
adapt to the technology they use and after the Industrial revolution people lost their work
autonomy to become specialists in controlling machines.
Machine organisations are modelled on the military from which it borrowed ranks and uniforms,
standardised regulations, task specialisation, standardised equipment, systematic training, and
command language. Bureaucracies produce routine administration in the same way as machines in
factories.
Machine managers are taught that you can plan for and control organisations and divide
organisations in functional departments with precisely defined jobs. Commands are given from the
top and travel throughout the organisation in a precisely defined way to have a precisely defined
effect. The thrust of classical management theory is that organisations are rational and can be
optimised to become as efficient as possible.
2
Machine organisations work well if the task is simple, the environment stable, the task is repetitive,
if precision is required, and if humans behave like ...
Chapter 4Systems and Critical Approaches to Organizational Co.docx
Chapter 4:
Systems and Critical Approaches to Organizational Communication
Introduction
Consideration of the organismic metaphor
Understanding organizations from a systems perspective
Use a radical frame of reference to look at how critical approaches view organizations as sites of domination
Systems Approaches
Systems approaches take a more macro view of organizations, emphasizing the permeable nature of organizational boundaries
Systems approaches to understanding organizations use this general idea to examine the component parts of an organization and how they work together to keep an organization “alive”
General Systems Theory
Ludwig von Bertalanffy suggested systems concepts for a variety of disciplines
“Novel developments” include:
Hierarchical order
Entropy
Control mechanisms
Open systems
http://isss.org/conferences/madison2008/20080714_1130_ISSS_Drack.pdf
4
Cybernetics
Norbert Wiener’s contribution, from the Greek word for “steersman”
Control and communication theory that examines both machine and animal
Especially important to studying
organizational communication:
System goals
Feedback
Entropy
Gestalt (nonsummativity)
The Process of Organizing
Karl Weick’s definition of organizations includes:
Equivocality
Interdependence
In his book Making Sense of the Organization (2001) Weick states that he views “organizations as collections of people trying to make sense of what is happening around them” (p. 5)
Chaos and Complexity Theories
Used in mathematics to help explain random occurrences
Represents the collapse of order in the status quo
Chaotic behavior can appear random but can be defined mathematically
Complexity theory suggests nature is incredibly complex but is a result of underlying simplicity
The Organization as a System
The component parts and environment of a system interact in a way that can be studied and understood
Parts are interdependent or naturally reliant on one another
Inputs: incoming information
Throughputs: assimilation of that information
Outputs: end results of throughput decisions
Critical Thinking Questions – Systems Characteristics
In what ways do you use feedback to make changes in your life?
Does the quality of input affect the quality of the output in an organizational system?
Organizational System Characteristics
General terms of systems properties include:
Holism: system is more than just the sum of its parts
Nonsummative: results are more than simply adding together each piece
Equifinality: reaching the same final state from differing initial conditions; variety of paths
Entropy: process of degeneration
Typical of closed systems
Negative entropy: flow of information from external environment; leads to growth and sustainability
Typical of open systems
Subsystems and Suprasystems
Departments in an organization need to be aware of what is happening in other departments
There are 10 common characteristics of open systems highlighted by Katz and Kahn (1978)
Feedback: re.
35Performance Improvement, vol. 49, no. 5, MayJune 2010.docx
35
Performance Improvement, vol. 49, no. 5, May/June 2010
©2010 International Society for Performance Improvement
Published online in Wiley InterScience (www.interscience.wiley.com) • DOI: 10.1002/pfi.20150
RATIONAL, NATURAL, AND OPEN:
ORGANIZATIONAL SYSTEM TYPOLOGIES
AND THEIR RELEVANCE FOR PERFORMANCE
IMPROVEMENT PROFESSIONALS
Donald J. Winiecki, EdD, PhD
The work of human performance technology (HPT) is always conducted in an organization of
some type. However, many of the frameworks and models of this field do not differentiate
between types of organizations. The discipline of organizational sociology has produced a
typology of organizations that can be of substantive use to the HPT practitioner. This article
provides a brief description of these types and links to HPT, with the goal of providing new
“tools to think with” for the HPT practitioner.
ONE CANNOT GO VERY far in a study of organizations
without coming across references to “system” and urgent
appeals to “be systemic.”
Although the most recognizable frameworks of human
performance technology (HPT) also make clear refer-
ences to system, the notion of system is treated differently
depending on which framework one inspects. Some pri-
oritize abstract rules, economics, and matters of efficiency
(Gilbert, 1996). Others favor the interactive collaboration
of human actors across different status groups in an orga-
nization (Langdon, 2000). Others assert a particular angle
on societal interests (Kaufman, 2005), while still others
allude to physical systems concepts converted to a cyber-
netic approach to human organizations (Brethower,
1999).
Each of these approaches to system is related to an ide-
ology arising at a particular point in the past 200 years, in
which particular values and perceived needs were incor-
porated into organizational designs and management
methods. Incorporating the rise of large and distributed
organizations in the mid-19th century to our present
concepts of ecological systems, the field of organizational
sociology has identified different organizational types
and arranged them into a typology including rational,
natural, and open systems (Scott, 2003).
Although HPT seems to be silent regarding what orga-
nizational system underpins any particular HPT frame-
work, we can induce this information from a review of
organizational system types. Such a review may help HPT
practitioners better decide how to proceed when working
with different organizations and different apparent needs.
RATIONAL SYSTEMS
From the early 19th century, organizations were influ-
enced by the idea that they and even entire societies were
like physical machines that could be designed to fulfill
predefined and large-scale purposes. With this view, each
organizational component was considered a part of a
metaphorical machine that could be designed and engi-
neered to meet some goal. This concept is known as the
rational system type. The work of Frederick Taylor typi-
fies the.
Similar to Outline the key issues involved in Open Systems Theory including the f.docx (20)
Chapter 3 Frameworks for Diagnosing Organizations What” to Change.docx
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1 Gareth Morgan’s Organisational Metaphors PER S .docx
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Chapter 4Systems and Critical Approaches to Organizational Co.docx
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35Performance Improvement, vol. 49, no. 5, MayJune 2010.docx
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The December 31- 2012- balance sheet for Thomas Company showed total s.docx
The December 31, 2012, balance sheet for Thomas Company showed total stockholders
Solution
..
Given:-
Change in Total stockholder
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The cost of building a new high speed railway system is reported to be.docx
The cost of building a new high speed railway system is reported to be high at 25 billion. Does it neccesarily follow hat the high speed railway is not worth building?
Solution
The following factors should be considered besides only the cost of building the project-
Land acquisition
Railway projects require the land
acquisition and also displacement of businesses and homes. Government has to work out fair compensation for those bearing the losses. Sometimes acquisition laws can be very complex.
Allocating risk correctly
The private sector also has to play a part in these projects
This could be through system suppliers, construction companies, operating companies, rolling stock producers or private finance suppliers.Thus allocation of various risks has to be done correctly
Securing funding
Transport infrastructure is called a public good and the
services are a benefit for a huge number of people. Thus,
not only the financial returns but the social
returns also need to be considered. A complete feasibility study should be done prior to starting this project.
The other factors are-
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The condition of a system as descriked by its properties A macroscopic.docx
The condition of a system as descriked by its properties A macroscopic characteristic of a system to which a numerical value can be assigned at a given time without knowledge of the previous behavior A property whose value is independent of the size or extent of a system and may vary from place to place within the system at any moment A region of space through which mass may flow Distinguishes the system from its surroundings Whatever is studied A transformation from one state to another A fixed quantity of matter A property whose value for an overall system is the sum of its values for the parts into which the system is divided
Solution
1. Boundary: Distinguishes the system from its surroundings
2.Closed system: A macroscopic characteristic of a system to which a numerical value can be assigned at a given time without knowledge of the previous behavior.
3. Control Volume: A region of space through which mass may flow
4.Extensive property: A property whose value for an overall system is the sum of its values for the parts into which the system is divided.
5. Intensive property: A property whose value is independent of size and extent of a system and may vary from place to place within the system at any moment.
6. Process: A transformation from one state to other
7.property: whatever is studied
8. State: the condition of a system as described by its properties
9.Surroundings: everything external to the system
10. System: A fixed quantity of matter
.
The concept of the accounting entity is considered by some to be the m.docx
The concept of the accounting entity is considered by some to be the most fundamental of all accounting concepts. Discuss the concept and its pervasiveness in all of accounting. Does the concept apply to units created by or under law? To all activities of an owner or group of owners? To the U.S. economy?
Solution
The answer is as follows:
Unit created by or under Law:
The units which are created by or under law are, partnerships, corporations, and sometimes sole proprietorships which are accounting entities.
product line segment of an enterprise:
The product line segments of an enterprize are departments, division, branch, profit center and cost center, which are treated as accounitng entities.
The example taken into consideration is when a financial reporting was supported by SEC, Investors, members of accounting profession and financial executives.
A combination of legal units:
Large organisations submit the consolidated financial report for two or more legal entities which comprise a controlled and manages economic entity.
The financial reports for a organisation which includes two or more product line segments will also be considered as a single legal entity in consolidated reports.
All activities of the owner or a group of owners:
Business enterprise is defined as seperate and distinct from other activities of owners but it can be defined as all the activities of the owner or group of owners. The example considered is when the financial statements for the individuals and financials of an individual estate.
The Economy of United States:
The National income accounts are compiled by the U.S. Department of Commerceand are reported on regular basis.
.
The computer revolution has altered the ways white-collar criminals co.docx
The computer revolution has altered the ways white-collar criminals commit crimes such as embezzlement, money-laundering, and identity theft. Describe these two ways and identify the various crimes involved. Describe which people these criminals target for their crimes.
Solution
Descriptions of these two are given below:
1. embezzlement: In this type of white-color crime, embezzlement can be done in terms of money as well as in land property also. Suppose you have a full trust on somebody and you have give the responsability to him, to take care of your land property. But after sometime that person broke you trust and start using the land
for his own puprose then this is a type of land embezzlement.
2. money-laundering: You can think of money-laundering as a process where money making is done from suppose source X but its look like that money making source is Y. In money-laundering, criminals hide the original illegal source of income and they try to prove that income is coming from legal source.
Criminals targets following peoples:
1. People with high profile image in society.
2. People with rich background
3. People with most shares and stacks.
.
The computation of a safe installment payment for the XYZ partnership.docx
The computation of a safe installment payment for the XYZ partnership resulted in only partner Z receiving cash. Which of the following statements is correct? I. Partner Z lent the partnership cash, and the partnership had to pay back the loan to Z before distributing cash to X and Y. II. After assuming all noncash assets were potentially worthless and that assumed capital deficits created in X\'s and Y\'s capital balances were losses to be allocated to Z; Z\'s capital balance was the only capital balance left with a credit. (Points : 1) I only II only Either I or II Neither I nor II
Solution
The answer for the above question would be:
II only (Z before distributing cash to X and Y. II. After assuming all noncash assets were potentially worthless and that assumed capital deficits created in X\'s and Y\'s capital balances were losses to be allocated to Z; Z\'s capital balance was the only capital balance left with a credit ).
Explanation for the Answer is provided below:
Under safe installment payment system, cash is paid to the partner, who still has excess credit in his account at the time of liquidation. Here, Z received all the cash, which means that the amount of capital deficit in X and Y can be allocated to Z. In other words, the amount of deficit in the capital accounts of X and Y will be borne by Z.
.
The component that connects a devices (a computer) to the communicatio.docx
The component that connects a devices (a computer) to the communication media is call a/an _____________.
Solution
1. Ethernet card or Network Interface Card ( NIC) is the component that connects a device to the communication media. NIC is an expansion card that enables a device (computer) to connect to a network using an Ethernet cable with the help of RJ-45 connector.
2. Network Interface Card acts as an interface hardware that allows a device (computer) to interface with a network system. An example of network system can be LAN system.
3. NIC has a micro processor that takes care about communications that takes place from the computer.
4. Computer just gives the data to the NIC, NIC present in the computer works along with another NIC for proper data transmission, error handling.
5. Most of the computer systems have NIC directly builtin on motherboard.
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The CEO of US Xpress wants to meet with your team and have you provide.docx
The CEO of US Xpress wants to meet with your team and have you provide insight into how his company got into this \"plenty of data but not in a useful form\" mess. Further, he wants your suggestions on what US exppress can do moving forward regaurding the infrastructure in general and what you think are the next steps the company should take.
The breakdown of this:
How did Xpress get into \"plenty of data but not in a useful form\" mess?
How can they improve their infrastructure?
What steps should they take?
Solution
1.
The firm has gathered data form various sources like bankers, private institutions, and collection through telephone and e-mail. The firm has collected it from various sources and those data’s are collected for various purposes. The data’s are unprocessed and mixed. Thus, these plenty of data are not in a useful form.
2.
Infrastructure can be improved in the following ways:
3.
The steps that the following firm must take are as follows:
.
The case notes that Nationwide had in mind a simple goal- but faced a.docx
The case notes that Nationwide had in mind a simple goal, but faced a difficult challenge. Why was this so difficult? What was the scenario the three executives faced when they joined Nationwide? How had the company gotten there?
Solution
The simple goal of Nationwide way to analyze the financial data and it proved to be challenging because at that point, the organization did not have a acomprehensive data storage and retrieval process. To make matters worse, the data was fragmented across various levels and even the authencity of the same could be questioned.
The goal was simple:
Why it was so difficult:
Nationwide has such a variety of business and the company carried a lot of risk, The data governance can happen only when the various constituencies that own the data sources agree on a comman set of definitions, rules and procedures.
But political manevering not for the faint of heart and most aspect was sticking to displine and not wavering.
The executive done the following activities when joining togethere.
.
The capital budgeting analytical technique that calculates the rate of.docx
The capital budgeting analytical technique that calculates the rate of return on the investment based on the impact of the investment on the financial statements is known as the:
Solution
Correct Answer is B => Accounting rate of return
Reason: Accounting rate of return takes in account the net income that will be generated by the project and it does not focuses only on cash flows. On the other hand, IRR, NPV and payback period focus only on cash flows of the project and not on the effect on financial statement.
.
The balance sheet is the cornerstone of the financial statements- The.docx
The balance sheet is the cornerstone of the financial statements. The SEC has always wanted and expected more information and disclosure in the financial statements. Starting with the balance sheet, how could we expand on what is reported and how to disclose the information? Secondly, should we expand on what is available? Is there sufficient information already disclosed and in fact, are we possibly disclosing too much to the common reader as it is?
Solution
The balance sheet is a summary of firms\' assets and liabilities, including share capital and reserves at a defined moment in time. I t has been described as a snapshot or still picture of the financial position of a business entity
The various groups interested in the company can also draw useful inferences form an analysis of the information contained in the balance sheet.
The information contained in published financial statements is of particular importance to external users, such as shareholders and investors. Without such information they would not be able to take right decisions about their investments.
Therefore, it is of utmost importance for a company to disclose all its financial information to its stakeholders so that they can make correct decision regarding the investment.
However a note of caution that companies may choose to hold information that could impinge on competition or any other information of its kind that could result in its competitors gain a strategic advantage .
But with respect to investors a firm should disclose all the pertinent information needed to make an investment decision.
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The capital account balances for Donald & Hanes LLP on January 1- 2011.docx
The capital account balances for Donald & Hanes LLP on January 1, 2011, were as follows:
Donald, capital : $200000
Henes, capital: $100000
Donald and Hanes shared net income and losses in the ratio of 3:2, respectively. The partners agreed to admit May to the partnership with a 35% interest in partnership capital and net income. May invested $100,000 cash, and no goodwill was recognized.
What is the balance of May\'s capital account after the new partnership is created? Please show the work.
A. $84,000.
B. $100,000.
C. $140,000.
D. $176,000.
E. $200,000.
Solution
OLD Ratio New Ratio
Donald, capital : $200000 60 % 39%
Henes, capital: $100000 40 % 26%
MAY 35 %
Total capital 400000$ may being 35 % hence his capital would be 140000 $
.
the bookkeeper of vitial inc has asked to assist him with preparation.docx
the bookkeeper of vitial inc has asked to assist him with preparation of financial information about the company\'s trade receivables for presentation in the statement of financial position at december 31 2015, the end of the company\'s fiscal year.
Trade receivable jan 2015 500,00
allowance for doubtful accounts jan 2015 25,00
1)determine the balance of trade receivable ?
2)vital estimate 6% wont be collected, prepare ournal entry /?
3)how the information is presented on the financial statement?
4)
Solution
a) The balance of trade receivable is 475
b) Journal Entry:
c) The information is presented on the financial statement is:
Account receibles   475 ; A llowance for doubtful accounts (28.50)
.
The balanced scorecard integrates financial and nonfinancial measures.docx
The balanced scorecard integrates financial and nonfinancial measures that relate to four perspectives: financial, customer, internal business, and learning and growth. This view of a company places emphasis on both financial and nonfinancial measures, because each contributes to the understanding of a company\'s performance.
List two possible performance measures for each of the four perspectives included in the balanced scorecard.
Solution
FINANCIAL PERSPECTIVES:
Share price, Return on capital employed, Profitability, Operating ratios and loss ratios, Profit growth.
CUSTOMER PERSPECTIVES:
Customer satisfaction, Customer loyalty, New customer acquisition, Fast response.
INTERNAL BUSINESS PERSPECTIVES:
Inventory management, Quality, Motivation work team, Improvements in technology.
LEARNING AND GROWTH PERSPECTIVES :
New product development, HR development,Product diversification,Technological leadership.
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The balance sheet for the partnership of Nina- Pinta- and Santa Maria.docx
The balance sheet for the partnership of Nina, Pinta, and Santa Maria at January 1, 2014 follows. The partners share profits and losses in the ratio of 3:2:5, respectively.
Nina is retiring from the partnership. By mutual agreement, the assets are to be adjusted to their fair value of $540,000 at January 1, 2014. Pinta and Santa Maria agree that the partnership will pay Nina $135,000 cash for her partnership interest. There is no goodwill is to be recorded. What is the balance of Pinta\'s capital account after Nina\'s retirement?
Solution
Solution:
Option C. $120,000.
On adjustment of assets to fair value, the appreciation recorded will be $60,000 ($540,000-$480,000).
Nina is paid $135,000, that is, $60,000 ($135,000-$75,000) over and above the capital on her B/S was paid to her.
Thus, all the appreciation in assets was given to Nina for her partnership interest. Consequently, capital accounts of Pinta and Santa Maria remained unchanged at $120,000 & $150,000 respectively.
.
Palindromes A palindrome is a word or phrase that reads the same backw (1).docx
Palindromes
A palindrome is a word or phrase that reads the same backwards and forwards, ignoring punctuation, spaces, and anything that isn’t a letter.
Examples of Palindromes
Madam, I’m Adam.
Kayak
Racecar
A man, a plan, a canal – Panama!
Able was I, ere I saw Elba.
C Program ONLY (Please not C++ or Java)
I need to write a program that does the following *USING STRINGS TO PERFORM THE FOLLOWING*:
1. Opens a text file named “Lab12input.txt†containing multiple lines of text (which is already provided for me)
2. For each line, print out the condensed version of that line of text with all non-alphabetic characters removed, and all alphabetic characters turned into lower case.
Solution
#include <stdio.h>
#include <ctype.h>
int main()
{
FILE *fp;
fp = fopen(\"Lab12input.txt\",\"r\");
char ch;
ch = getc(fp);
while(ch!=EOF){
if(ch==\'\ \')
printf(\"%c\",ch);
else if(isalpha(ch))
printf(\"%c\",tolower(ch));
ch = getc(fp);
}
return 0;
}
.
Palindromes A palindrome is a word or phrase that reads the same backw (2).docx
Palindromes
A palindrome is a word or phrase that reads the same backwards and forwards, ignoring punctuation, spaces, and anything that isn’t a letter.
Examples of Palindromes
Madam, I’m Adam.
Kayak
Racecar
A man, a plan, a canal – Panama!
Able was I, ere I saw Elba.
C Program ONLY (Please not C++ or Java)
I need to write a program that does the following: *USING STRINGS TO PERFORM THE FOLLOWING*:
1. opens a text file named “Lab12input.txt†containing multiple lines of text (.txt file has been provided already just need code to open .txt file)
2. for each line, print out “Palindrome:†and then the line of text if it IS a palindrome, and print out “Not a palindrome:†and the line of text if it is NOT a palindrome.
Thanks!
Solution
int checkispallindrome(char* string)
{
int i;
int l = strlen(string);
for (i = 0; i < l / 2; i++)
{
if (string[i] != string[l - i - 1])
cout<<â€not a palindromeâ€;
}
cout<<â€it is a palindromeâ€;
}
int main()
{
FILE* f = fopen(\"myfile.txt\", \"r\");
char string[10];
while(fscanf(f, \"%s\", string) > 0)
{
checkispallindrome(string;
printf(\"%s\ \", string);
}
}
.
Palindromes A palindrome is a word or phrase that reads the same backw.docx
Palindromes
A palindrome is a word or phrase that reads the same backwards and forwards, ignoring punctuation, spaces, and anything that isn’t a letter.
Examples of Palindromes
Madam, I’m Adam.
Kayak
Racecar
A man, a plan, a canal – Panama!
Able was I, ere I saw Elba.
C Program ONLY (Please not C++ or Java)
I need to write a program that does the following:
1.opens a text file named “Lab12input.txt†containing multiple lines of text (which is already provided for me)
2.for each line, print out the condensed version of that line of text with all non-alphabetic characters removed, and all alphabetic characters turned into lower case.
Solution
#include<stdio.h>
#include<stdlib.h>
int main()
{
FILE *f= fopen(\"Lab12input.txt\",\"r\");
char ch;
while(fscanf(f,\"%c\",&ch)!=EOF)
{
if(ch==\'\ \')
{
printf(\"%c\",ch);
continue;
}
if(ch>=\'a\' && ch<=\'z\')
{
printf(\"%c\",ch);
}
else if(ch>=\'A\' && ch<=\'Z\')
{
ch = ch-\'A\'+\'a\';
printf(\"%c\",ch);
}
}
return 0;
}
.
PAD601 Comment in detail on the events of each date 1880- 1881- 1883-.docx
PAD601
Comment in detail on the events of each date 1880, 1881, 1883, 1885 and 1886 as they relate to the work that was accomplished in public administration prior to the Woodrow Wilson article entitled The Study of Administration in 1887.
Solution
In 1880, Sir Frederick Weld arrived in the Straits Settlements. He began to take personal interest in the development of the Malay States. In the middle of 1881, Weld visited the town of Taiping, in Perak. He found \"the revenue increasing and everything going on excellent well...\" but \"labour for public works and roads and to develop other industries and sources of revenue besides tin-mining,\" he lamented, \"is the great want\". he also reported that:
\"Water supply for Taiping from the hill (Maxwell Hill), the roads to Krian, which will connect Taiping town centre with Province Wellesley, and a rail and tramway from Taiping to the port (Port Weld, which was named after him) are amongst the next most necessary works to be undertaken. the town of Taiping has been much improved since the fire, which took place rather more than a year ago; new streets have been laid out to considerable width, and a better class of houses has been built\"
The construction of the Taiping - Port Weld railway was the beginning of a major transformation altering radically the landscape of the Malay Peninsula. It also brought the first influx of Indians (mainly Tamils) and Ceylonese to Perak. Sir Frederick Weld was in Taiping again in 1883 where he \"inspected everything\". He spent time going down the Port Weld railway line, then in the course of construction, \"on a truck behind the Engine\". He also put into effect plans to build a telegraph line along the road linking Taiping with Province Wellesley. It was nearing completion after which a railway along the same route would be constructed.
.
P5- Use the financial information below to calculate and interpret the.docx
P5. Use the financial information below to calculate and interpret the following ratios:
A) Capital acquisitions ratio.
B) Quality of income ratio.
Solution
A) Capital acquisitions ratio
The capital acquisition ratio reflects the company\'s ability to finance capital expenditures from internal sources. A ratio of less than 1 indicates that capital acquisitions are draining more cash from the business than they are generating revenues.
Capital Acquisition Ratio = (cash flow from operations - dividends) / cash paid for acquisitions.
B) Quality of income ratio
It is a tool to evaluate a business\' earnings performance. The ratio shows the percentage of earnings that have been actualized in cash. A high ratio is desirable because it indicates a large amount of earnings turning into profits.
Quality of income = Cash flow from operating activities / Net income
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• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
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