Action: Difference between revisions
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Processes in organizations usually take the form of human '''action'''. The action is a conscious, deliberate and arbitrary [[behaviour]]. | Processes in organizations usually take the form of human '''action'''. The action is a conscious, deliberate and arbitrary [[behaviour]]. | ||
Revision as of 17:05, 19 March 2023
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Processes in organizations usually take the form of human action. The action is a conscious, deliberate and arbitrary behaviour.
Elements of the action
- perpetrator - in the praxeological sense it is always a man/woman (employee, manager),
- purpose of the action - internal or externally imposed stimulus provoking the perpetrator to act,
- result of the operation - the result, the result of intentional and / or unintentional (loss, failure), a product or a product,
- means and methods - methods used to achieve an outcome
- conditions - circumstances of the action, time, space and context-related activities, including external factors which influence the perpetrator.
- equipment - tools, machinery, technical equipment used by the perpetrator to achieve a result of action.
- material - a resource, material, raw material processed by the perpetrator using the apparatus and the means and methods to achieve the results.
- justification for action - rational reasons for taking the actions and intentions of the perpetrator.
The context of the actions
In addition to the elements of the action previously listed, there is a context that should be considered when analyzing and understanding a process in an organization. It includes:
- The organizational context: This includes the overall goals and objectives of the organization, the structure and culture of the organization, and the policies and procedures that govern the actions of employees.
- The social context: This includes the relationships and interactions between employees, as well as any external stakeholders that may be affected by the action.
- The legal and regulatory context: This includes any laws, regulations, or industry standards that must be adhered to when taking the action.
- The technological context: This includes the systems, technologies, and tools that are used to support the action and the results.
- The economic context: This includes the costs and benefits of the action, as well as any potential economic impacts on the organization or external stakeholders.
- The environmental context: This includes any potential environmental impacts of the action and the measures taken to minimize or mitigate them.
- The ethical context: This includes the moral and ethical considerations that must be taken into account when taking the action and the impact of the action on all stakeholders.
- The learning context: This includes the opportunities for learning and development that arise from the action and the impact of the action on the organization's ability to adapt and innovate.
By considering these wider elements of the action, organizations can gain a more holistic understanding of the processes and make more informed decisions.
See also:
References
- Rothbard, M. N. (1976). Praxeology: The methodology of Austrian economics. The Foundations of Modern Austrian Economics, 19-39.
