Trans formistic organisations

This assignment is talking about The Influence of burns on trans formistic organisations. As an organisation the author has chosen Bader Alhasse & Co. ( Charted Accounting and auditors). Libya as an example for the research. Introduction Organisations may be in the most advantageous position to facilitate unprecedented advances for society and resolve highly complex problems based on their capacity to mobilize resources and frequently transcend political boundaries.

With this capability, twenty-first century organizations can be conceived as integrating mechanisms where public and private organizations form the capacity that the community will need to determine how to balance two apparently contradictory requirements – the functions for which they exist and the socialresponsibilityto work on the problems and challenges of the society (Drucker, 1994). An organizational transformation effort is analysed and serves to illustrate concepts used in the framework.

Interdependencies are fostered as a way of life in environments which dynamic properties such as these. The social imperative for organisations is to understand the interdependent nature of this new environment and purposely link their survival efforts to the survival and well-being of society.

The concept of “transformistic organisations” descries the capacity of the existing or new organisation to facilitate multiple levels of transformation (individual, organisational, or societal) by partially or completely changing its human capabilities, structure, and/or functions in alignment with its core values and unifying purpose to respond to or directly impact needs that arise from the environment. Several organisational initiatives illustrate this strong commitment to both organisational purpose and social change.

Critical theorists’ central concern with Transformational approaches is that transformational behaviours seek to advance the leader’s control and managerial agendas by appearing to “empower” the individual. That is, Transformational leadership is ultimately about accomplishing the vision of the leader. Transformational theory defines leaders as managers of meaning, as Opposed to earlier theories, which saw leaders as “managers of influence” (Bryman, 1996; Smircich & Morgan, 1982). Complexity theory likewise seeks strategies for stimulating effective organisational Behaviour, but it does so from a uniquely different perspective.

Complexity Theory explores the dynamics of social network behaviour, focusing on the products of Interdependent interaction rather than on the products of direct leadership. Leadership Activity is certainly important, but it is couched within the broader context of interactive dynamics. Transformational leadership represents a top-down leadership approach and suggests more direct attempts at leadership influence. It does this through its emphasis on vision and getting people to “buy into” and follow the vision.

The framework focuses on four interdependent components – a dynamic and turbulent environment; the organization as a context for capacity building; transforming leadership that mobilises, facilitates and elevates human and organisational processes; and outcomes characterised by maximised human and organisational capabilities and contributions for the individual, organisation, and society. The Environment: The environment in which contemporary organizations are functioning can be characterised as dynamic and turbulent.

In the transformistic organization framework, leaders and followers identify and assess changes in the external environment in terms of their opportunities or requirements for capacity building, effect on continued organizational viability, and impact on various sectors of society. The effects of larger societal challenges such as changes or decline in urban environments, changes infamilystructures, and cultural and ethnic diversity are becoming intermeshed purposefully and often unexpectedly with organisational functioning.