ORGANISATIONAL MANAGEMENT 3
often distracted by their mobile phones. Workers who are closely monitored and by their
superiors tend to produce better than their counterparts who are left on their own. Presence of
good Human Resource department has not only helped solved the worker's challenges but also
reward them hence motivating them to work better. However, informal groups tend to lower
productivity of individual employees since they strive to fit in the team.
The systems approach
This theory shows that an organisation is a set of many interrelated subsystems each with
different heads and personnel. A malfunction of one subsystem affects the running of the whole
system (Kogg & Mont, 2012). On the other hand, the smooth running of these subsystems is
channelled towards high production. In Kenya Airways, different departments are handling
different duties. A small mishap in one subsystem can lead to low productivity or even losses.
Neo-human Relations.
This based itself on individual adjustments to the working environment and effects collective
relations and leadership methodologies (Kogg & Mont, 2012). Interpersonal relations, job
satisfaction, group dynamics, participation, communication and good leadership fall into this
category. Kenya Airways has proper communication channels, ethical leadership and
management and has boosted interpersonal relations through team building.
Social action approach.
An organisation is affected by how individual employees view their work, the satisfaction they
derive from it and further dwells on personal expectations from the job. There can be either
unitary or pluralistic perception (Kogg & Mont, 2012). In unitary, the firm is viewed as a team
with a leader while pluralistic depicts the organisation as comprising of conflicting subgroups.
This can be seen in Kenya Airways where the outside world sees it as a single unit with a CEO
