netrashetty
Netra Shetty
Sonic Solutions is a computer software company headquartered in Novato, California. In addition to having a number of offices in the U.S., the company also maintains offices in Europe and Asia.
CEO
David Habiger
Chairman of the Board
Robert Doris
Director
Warren Langley
Director
Peter Marguglio
Director
Robert Greber
Director
Kevin Hell
Director
Jim Brailean
COO
Clay Leighton
Roxio Products Group
MD
CFO & Legal
Paul Norris
Strategy
ME
Secretary
MS
Machines are not alive; organisms are
Machines do not adapt well to environmental changes, they just continue to function in a predictable fashion no matter what changes are going on around them. Organisms, on the other hand, interact, adapt and evolve to meet environmental requirements. The survivability of organisms depends on their ability to adapt to environmental changes.
Organizations are, importantly, social systems as well as business systems. The social and human-interactive nature of these entities results in many changes in the way they function and adapt. This human component, while making them more adaptable, also makes them less controllable and less predictable. Whereas command and control are the essential elements of the mechanistic organization.
New machines can be developed to meet new requirements, although this is a time-consuming and futile process. Obsolescence is pervasive and unavoidable.
Of course, in the final analysis, organizations are not alive whether they are mechanistic or organic but we can appreciate the difference between a relatively static mechanism and an evolving, changing entity.
Organic is "healthier"
Whether in the Boardroom or the Supermarket, organic is healthier! The poisonous nature of a stagnant, outmoded, unresponsive, difficult to change, business organization is apparent to those immersed in one. There is an inertia, partly as a result of "resistance to change," largely due to "vested interests," and to some extent the delusion that there is, in fact, "one best way."
Having the characteristics of a living organism, the organic organization seeks the best and most synergistic "match" between itself and its environmental conditions.
Organizational health is largely dependent on the model in place.
There are many tools available to help guide successful change in an organization. Systems theory or systems thinking is the idea that an organization is made up of many different resources. Each resource whether it is a person, a group of people, a function, a product or a service is one part of the entire system. If one element of the system is changed, the nature and makeup of the entire system is also changed. The systems or subsystems that make up an organization are integrated to accomplish the overall goals of the company. System thinking allows the individuals who are making the decisions for the company to view the effect changes will have on the company from a broad perspective. This will help ensure that the decisions that are being made consider the overall structure of the organization rather than seeing only isolated specific events. Taking a broad view of the impact of change on the organization can help the organization identify the real causes and issues and address them quickly. Approaching change in a holistic, systematic manner does not guarantee the change will be without negative consequences, but recognizing the major organizational parts and their relationships will help the organization integrate the goals of the change throughout the organization.
CEO
David Habiger
Chairman of the Board
Robert Doris
Director
Warren Langley
Director
Peter Marguglio
Director
Robert Greber
Director
Kevin Hell
Director
Jim Brailean
COO
Clay Leighton
Roxio Products Group
MD
CFO & Legal
Paul Norris
Strategy
ME
Secretary
MS
Machines are not alive; organisms are
Machines do not adapt well to environmental changes, they just continue to function in a predictable fashion no matter what changes are going on around them. Organisms, on the other hand, interact, adapt and evolve to meet environmental requirements. The survivability of organisms depends on their ability to adapt to environmental changes.
Organizations are, importantly, social systems as well as business systems. The social and human-interactive nature of these entities results in many changes in the way they function and adapt. This human component, while making them more adaptable, also makes them less controllable and less predictable. Whereas command and control are the essential elements of the mechanistic organization.
New machines can be developed to meet new requirements, although this is a time-consuming and futile process. Obsolescence is pervasive and unavoidable.
Of course, in the final analysis, organizations are not alive whether they are mechanistic or organic but we can appreciate the difference between a relatively static mechanism and an evolving, changing entity.
Organic is "healthier"
Whether in the Boardroom or the Supermarket, organic is healthier! The poisonous nature of a stagnant, outmoded, unresponsive, difficult to change, business organization is apparent to those immersed in one. There is an inertia, partly as a result of "resistance to change," largely due to "vested interests," and to some extent the delusion that there is, in fact, "one best way."
Having the characteristics of a living organism, the organic organization seeks the best and most synergistic "match" between itself and its environmental conditions.
Organizational health is largely dependent on the model in place.
There are many tools available to help guide successful change in an organization. Systems theory or systems thinking is the idea that an organization is made up of many different resources. Each resource whether it is a person, a group of people, a function, a product or a service is one part of the entire system. If one element of the system is changed, the nature and makeup of the entire system is also changed. The systems or subsystems that make up an organization are integrated to accomplish the overall goals of the company. System thinking allows the individuals who are making the decisions for the company to view the effect changes will have on the company from a broad perspective. This will help ensure that the decisions that are being made consider the overall structure of the organization rather than seeing only isolated specific events. Taking a broad view of the impact of change on the organization can help the organization identify the real causes and issues and address them quickly. Approaching change in a holistic, systematic manner does not guarantee the change will be without negative consequences, but recognizing the major organizational parts and their relationships will help the organization integrate the goals of the change throughout the organization.