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For the musician, their role, responsibility and status as defined by chair in the symphony is also the catalyst of how well synergy of effort can take place. The socio-economic value of each of these organizations is entirely dependent on how well, to the individual role, responsibility and mastery level, each contributor is prepared to deliver values and coordinate efforts. The ability of an organization to become a living system is dependent on how well the roles, responsibilities, expectations and position in the internal ecosystem are defined (Allee, 2009). The leaders of these comparable organizations have a responsibility to enable a consistently high level of autonomy, mastery and purpose for each member of these living organisms so they may continue to be motivated to improve and gain expertise in their areas of expertise (Noruzi, Hernandez, 2010). This requirement is so critical that it would be indistinguishable if a military officer and conductor were conducting a review of performances of their respective organizations.
Another parallel between these organizations is the fact both are entirely dependent on external support to survive. Both organisms need to stay relevant to those support organizations that make their attainment of objectives possible. For the military unit the funding...
Their performance within a broader corps will however dictate the level of funding they receive. For the symphony, the same holds true yet the socio-economic value of each musician and their contribution to the combined performance is immediate and monetized as a result.
Conclusion
There are many parallels between a military unit and a symphony and this analysis has looked at the main aspects of their similarities. Both must be focused on how the structure and communication, collaboration and synchronization of tasks affect their cultures. Both rely on external organisms to survive and must deliver value in order to stay in a strong, broader ecosystem over time.
References
Verna Allee. (2009). Value-creating networks: organizational issues and challenges. The Learning Organization, 16(6), 427-442.
Noruzi, M., & Hernandez, J.. (2010). An Exploration of Partnerships, Coalitions, Sole and Trans-organizational Systems in the Current Turbulent Environment. Interdisciplinary Journal of Contemporary Research in Business, 2(1), 33-53.
William E. Schneider. (2000). Why good management ideas fail: the neglected power of organizational culture. Strategy & Leadership, 28(1), 24-29.
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