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MODULE BUS 599 CASE 5 (Essay Sample)

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The same person that did my Module 1 case, module 2 case, module 3 case , module 4 should do this module 5 case as well because its a continuation. BACKGROUND Background Reading for Case 5 While most of models of organizational diagnosis that we have been exposed to in this class recognize the existence of feedback loops, none of them really offer a thorough discussion of the complexity of feedback or how it can be used to promote organizational improvement and development. To get a better view of this topic, we turn to the work on systems thinking and organizational learning. Much of this literature is based on the work of Peter Senge whose seminal book The Fifth Discipline popularized the notion that organizations are capable of learning. In all of the readings, pay partiular attention to the two types of Feedback Loops: Reinforcing Feedback that causes growth, and Balancing Feedback that provides stabilizing effects. This first reading is a good overview. Bellinger, G. (2004) Introduction to systems thinking. http://www(dot)systems-thinking(dot)org/intst/int.htm Retrieved on 8/24/11. This second reading is quite long and reviews much of the work in the area of learning organizations. Read it all if you like (see menu on left side of the page), but the most relevant part of the paper for this course is part VI, which covers systems thinking: Larsen, K., McInerney, C., Nyquist, C., Santos, A., & Silsbee, D. (1996) Learning Organizations (Part VI: Systems Thinking) http://leeds-faculty(dot)colorado(dot)edu/larsenk/learnorg/index.html Retrieved on 8/24/11. IF YOU ARE STILL CONFUSED ABOUT FEEDBACK LOOPS, here is another tutorial on this complex concept. Bathtime, anyone? Retrieved on 8/24/11. Optional Case 5 Reading: Bellinger, G. (2004) theWay of systems. http://www(dot)systems-thinking(dot)org/theWay/theWay.htm Retrieved on 8/24/11. Bellinger, G. (2004) Archetypes. http://www(dot)systems-thinking(dot)org/arch/arch.htm Retrieved on 8/24/11. This is the home page for the extensive site from which much of the material for this module was taken. http://www(dot)systems-thinking(dot)org/index.htm Retrieved on 8/24/11. In this final Case of the Integrated Case Project, you will take a look at feedback loops in Industrial Service Industries of America, Inc. Identify one Balancing Loop and one Reinforcing Loop. Draw on the background readings from this module in constructing your diagnosis. Within each of these feedback loops there are opportunities for learning and improvement. REQUIRED READING: Refer to the background readings on System Feedback Loops. CASE 5 ASSIGNMENT: You need to present two cases in this paper. For each Feedback Loop (Balancing and Reinforcing) Make a Case for the Learning Opportunities. Be sure to include references. Turn in the 5-6 page paper by the end of the module. KEYS TO THE ASSIGNMENT: This is what you need to do: Generate evidence for the grounds of your cases. Describe each Feedback Loop that you identify in Industrial Services of America, Inc. and explain why you selected them. Make sure you explain the Loop, the cause and effect process within the Loop. You could also include a Causal Loop Diagram. If you do, show the arrows and direction of affect (+ or -). Also, determine what the warrant is for your case. Briefly discuss the theory of organizational learning (the warrant and additional grounds.) Identify the opportunities for organizational learning in each Feedback Loop. Make a Case that these are learning opportunities. Logically show how the feedback process provides an opportunity for the organization to learn and improve its performance. Be precise. Depth and breadth in your discussion is always a good thing. ASSIGNMENT EXPECTATIONS Your paper will be evaluated on the following seven (7) points: Precision - Does the paper address the question(s) or task(s)? Breadth - Is the full breadth of the subject, i.e., all the keys to the assignment, addressed? Depth - Does the paper address all elements of the topic in sufficient depth? Does it include and apply the background readings and other background resources? Are they included as references? Critical thinking – Are the concepts of this module applied accurately, logically, and relevantly? Organization - Is the paper organized in a coherent and systematic manner? Are headings included in all papers greater than 2 pages? Clarity - Is the writing clear and the concepts articulated properly? Are paraphrasing and synthesis of concepts the primary means of response to the questions, or are thoughts conveyed through excessive use of quotations? Referencing (citations and references) - Does the paper use citations and quotation marks where appropriate? Are all references listed in the bibliography used and referred to via citation? TIPS AND SUGGESTIONS You may use a simple diagram to highlight important factors. However, do not use the diagram in lieu of valuable analysis (or to take up valuable writing space) - it should be in addition to your paper of 5-6 pages of analysis. Just because you have written the minimum five pages does not mean that you have adequately covered the topic. Err on the side of writing more rather than less. Choose the data you use carefully. Is it relevant and important? Include a cover page and reference page, in addition to the 5-6 pages of analysis described above. Include headings within the paper Cite AND reference all sources that you use in your work, including those that you do not quote but paraphrase. This means include citations and quotation marks for direct quotes of more than 5 words, and citations for that information which you have "borrowed" or paraphrased from other sources. source..
Content:

MODULE BUS 599 CASE 5
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Course:
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(March 15, 2012)
Module Bus 599 Case 5
Introduction
Growth and sustainability is paramount in any organization; this is because it guarantees the future operations. Despite the fact that the main aim of the business is profitability there must be systems of thinking that will guarantee that it is maximized and achieve sustainability in the long run (Argyris, & Schön, 1996; Argyris & Schön, 1978; Monahan, 2000). This is because the business is an entity that must maintain all the mutual interactions to attain existence (Marc, et al. 2005; Easterby-Smith, et al. 1999). For Industrial Services Industries Inc. the sustainability has been a true experience as it has existed since its inception in 1954. This is especially so in a dynamic and competitive industry that needs efficiency and effectiveness coupled with excellent and well developed customer care services (Icon Group International, Inc. Staff, 2000).
In its many years of operation, there have been many achievements despite the challenges in the industry, this include, being the first waste and recycling company to be publicly traded in the U.S. it has dominated both the local and international markets hence enjoys a large market share and a global presence (Icon Group International, Inc. Staff, 2000). This paper takes a look at feedback loops in Industrial Service Industries of America, Inc and identifies one balancing loop and reinforcing loop. In addition, it identifies how these feedback loops provide opportunities for learning and improvement.
Systems of Thinking
The systems of business provides the effectiveness; however it does not give answers to the problems, but gives access to the principles and information that s vital in understanding the strategies to develop (Lave & Wenger, 1991; Senge, 1990). With such an understanding the managers will be able to apply the strategies that have the most probable working capacity. Such relationships are illustrated in the diagram below (Bellinger, 2004c).

Figure 1: systems of thinking. (Source: Bellinger, 2004c)
The managers or decision makers need to start from the center and work outward so as to achieve the desired results. In such systems the learning process in the business environment is enhanced and facilitated. The company must first undergo the learning process; this does not only apply to the individuals but also the company learning from itself. This includes differentiating about learning as a process and as a product (Larsen, et al. 1996; Smith & Sadler-Smith, 2006). This can be explained through different learning theories such as the behaviorists, cognitive, humanists, and social or situational orientation (Chawla & Renesch, 2006; Filstad & Blåka, 2006). Behaviorist will tend to understand the behavior in relation to the environment; while cognitive will identify the individual’s processes as an act of knowing or recognizing what happens in the business. Humanists will focus on the concept of growth, while the social will understand the social regimes within the factors of business (Sampson, 1993).
Feedbacks
In the systems of thinking there are different feedback mechanisms that are applied by the business. They include Accidental Adversaries, Balancing Loop, Drifting Goals, Escalation Fixes That Fail, Growth and Underinvestment, Limits to Success, Reinforcing Loop, Shifting the Burden, Success to the Successful, and the Tragedy of the Commons (Bellinger, 2004a).
The Reinforcing Feedback
The reinforcing feedback is also defined as the positive amplifying feedback; it implies that the resultant effect in any stage or part of a system is caused by the resultant change of the prior action. The change is amplified by the first action and hence impacts on the second action to be taken. For instance, if t...
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