Online J Soc Sci Res
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Figure 2. A model of Organizational Systems based on the emerging management paradigm.
Literature on management approaches have identified three constructs that distinguishes the organizational systems in the emerging management approach from those shaped by classical and human relations theories. These are leadership approaches, strategic planning, and work performance drivers. In each of these constructs, consideration is made of an organization as a collection of parts which interact positively when the system aim is understood and accepted by all in the organization. A fundamental principle of leadership guides activities that create this organization as a system viewpoint empowers and enables each of the sub-parts to realize these system aims. Figure 2 presents a representation of the organizational systems model based on the emerging management paradigm. Classical management theories have been characterized by “practices” that emphasize structure and shop floor activities, science of work, and reduced individual initiative. The human relations theories are characterized by activities that emphasize attitudes, values and relationships as the driver of performance in organizations. Looked at structurally, Quality Management provides a bridge between the two, incorporating aspects of both by rearranging, repackaging, and, where there has been a gap, incorporating new knowledge. The mechanism for this integration is provided by the systems and contingency theories through changed leadership constructs and the view of what the driver of work performance is [5]. Incorporating systems approach as one of the fundamental principles underpinning the practices of quality management approach sets out the approach as a hitherto missing integrating framework for the desperately different theories of classical, human relations, systems and contingency approaches.
A position supported by extant literature is that preference in Quality Management approach for leadership constructs that stress leadership by top management and emphasize creative leadership styles distinguishes the approach from the classical and human relations theories which consider leadership roles in hierarchical terms with transactional styles preferred [25]. As a consequence of the development of customer-value concept, differences in two other key factors of managing organizations are identified. While strategic planning have been focused more at corporate level in traditional management theories, this changes in the emerging paradigm with strategy formulation focus being at business level. In addition to the changes in strategy level focus, the emphases and assumptions in strategy formulation are distinctly different in the emerging management approach. A change from emphasis on strategy content with stable environment assumed to emphasis on process and deployment with improvability of formulation and implementation as the background assumptions have been cited as significant distinguishing differences. Roese and Olsson [32] describe an iterative and probing approach between the formulation and implementation as knowledge, learning of new concepts, and ongoing activities and culture in which they are situated are considered. An integrated view in which leadership and strategy concepts interacts with customer-value concept to achieve outcomes for an organization has been presented in Okwiri [33] using the value-chain model by Porter [34]. In the model, the differentiating