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Ornarowicz U.

Prakseologia

2007

issue 147

19-29

Currently the scope of the term ‘organisation” is broader than previously. It covers forms that are not only hierarchically coherent, homogeneous and integrated but also those less coherent, such as holdings, networking organisations and virtual organisations. Hitherto prevailing organisations more and more frequently start to simulate to wholes that in the general systems theory are implied as inorganic wholes. It is related to the introduction of the following phrases to the list of phrases describing organisations: ‘external elements‘, ‘immaterial resources‘, ‘symbolic resources‘, ‘stakeholders‘, ‘co-occurrence of co-operation and fight between elements‘ or ‘multiplicity of performed functions‘. There is a change in the way of perception, description, comprehension of a manager that corresponds with the change in forms of manifesting of organisations. The description of a manager changes from a ‘two-dimensional‘ to a ‘three-dimensional‘ and ‘holographic‘. So far a manager was seen as one managing a system or ‘sub-organisation‘, and the results of his operation were applied to ‘the whole system‘. Therefore a manager was a link between the sub-organisation and the whole system. Nowadays a manager should be perceived as a link between three systems and each of those is a dimension of its description. The first dimension refers to the functioning system – which is the organisation (unit, process, organisation as a whole) that is managed. The second dimension is a dimension of the formal organisation that a manager contributes to, in favour of which he functions, where he is as a manager, also with which he is identified by an external observer. The third dimension is a dimension of an inorganic whole, relates to a system reflecting the scope of a manager’s activity and stakeholders system, where a manager acts as a politician – agrees the interests of people and social groups that are within the zone of operations of his organisation.

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