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Frank Page has written this paper to gain insight into what it takes and what makes a successful organization. Five (5) key aspects in his paper talked about organizational metaphors such as systems, cultures, structures, power and politics, brains into a usable framework tool.

He introduces the paper with the core question of “when is an organization working well?” This question resonates throughout the paper as I read it further. He then explains that the environment determines if an organization is running well or not. He mentions that there are two types of environment which is the stable and turbulent environment. He spreads this context that a turbulent environment should be taken cared of more than the stable environment as he presented that if turbulence was left unchecked, it would cause problems for any organization.

Aside from the environment, he emphasized on valuing individual growth and empowerment of employees in an organization. Because when and if the environment does not dictate this growth towards its people, the organization becomes static and stagnant. I believe with what he said about there being fewer and fewer organizations which will face assured stable environments. This is due to the fact that competition is always growing, the market shifts fast based on consumer demand of products and services, there will always be bread crumbs to pick up for competitors to use based on lackey-ideas and the sort.

This is why it is very important for organizations to have shared power and development of power from within to move towards achieving it mission or purpose. This is simply exemplified as a high level of networking and participation within the organization. He stresses that power should be carefully given and imposed/practiced as it is a double edged sword. In a positive note, the creation of power creates successful dynamics in cases of turbulent environments. Handled negatively, power can also prevent organizations from reaching its goals and in the extreme cases, blow it apart. This in turn can facilitate shared basic assumptions and visions.

Stressing the environment as a factor, enlisting a few things that organizations need to survive: they must have the following attributes of recognizing, read, understand all relevant sectors of its environment 1) having a clear concept of their technical core, domain and task environment 2) awareness of organizations relations with its task environment 3) ability to recognize, share, and evaluate basic assumptions and mental models of how the world works 4) structures which are congruent with the organization’s technology and task environment and which promote open and honest communications internally and externally.

Another survival requirement for organizations is it must have the ability to respond and adapt to changes on the fly. It must have the ability to self-organize, and adopt new basic assumptions on its business model to be consistent with changes in the environment.

He then further connects all these to create and form the internal environment which is geared on meeting the first three goals which is underlined in this paper as with all these attributes, organizations will be able to tap into the rich potential of the individual with appropriation from integrated organizational structures, shared power within the organization, a culture which encourages learning and development of power from within and its awareness of its environment, structure, culture and mental models.


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