The open system model is one that allows for the exchange of feedback between the entity and the environment in which it is operating (Miles, 2012). The model was developed on the premise that the each organization is unique and operates in an environment that is unique. The model, therefore, allows for the organization to be structured in response to the nature of opportunities and threats that it is likely to face in such an environment (Cummings & Worley, 2012). Of importance to the open system are factors such as inputs, processes, outputs, objectives/ goals, appraisal and evaluation and learning. The success of an open system is reliant on the interaction among the external environment, the boundary, and the equifinality.
Continuous exchange of feedback between the entity and its environment, analysis of feedback, structuring and adjusting systems so as to achieve the set goals, and the communication of the feedback to the environment are the sufficient conditions for a healthy open system (Miles, 2012).
Boundaries: although boundaries are usually hard to identify, the open system should have porous boundaries so as to allow free exchange of feedback (Miles, 2012). Bureaucracies and monopolies are examples of closed systems
External environment: these are factors that have an influence on an organization while the organization has no direct control over them. These factors are political, economic, technological, social-cultural and ecological (Cummings & Worley, 2012). Regular exchange of information between the environment and the organization is necessary if the entity is to remain ibn good health. It is, therefore, important that the organization tries to understand the context through scanning, and market research and evaluations (Miles, 2012). Noteworthy is how most organizations attempt to influence their environment through practices such as public relations, advertising, promotions, lobbying and advocacy, and educating the industry.
Equifinality: implies that the same results can be achieved through different processes. Closed systems have one particular way of achieving the set goals. In an open system, however, there is the continuous adoption of solution-based practices making it necessary for the entities to believe in different ways/ processes for achieving same (Cummings & Worley, 2012).
References
Cummings, T., & Worley, C. (2012). Organization development & change. Australia: South-Western/Cengage Learning.
Miles, J. (2012). Management and organization theory. San Francisco, Calif.: Jossey-Bass.
