There are generally two kinds of responses to this problem -- the church response and the sect response. The church response is to adapt at the expense of the goals and the sect response is value-rational-to maximize goal commitment at the expense of adaptation (Satow, 1975). EXAMPLE NATURAL -- Management NEED in Business ORGANIZATION

Theories and research concerned with individual performance, employee satisfaction, and reduction of tension between individual and organizational goals deal only with internal aspects of events, relationships, and structures that make up the total organizational system. However, if an organization is seen as an open-energy system, it is apparent that it is dependent for survival and growth upon a variety of energy transfers within the organization and also between the organization and its external environment. It is sure, then, that the internal and external dynamics of such an organization are complementary and interdependent. Modifications in one of these structures have an impact upon the other. This perspective of the organization is similar to the model proposed by Parsons (as noted above in natural systems) (Friedlander and Pickle, 1957)

In a successful company today that needs to meet the needs of its employees and customers, therefore, the manager's task is not only to coordinate functions within the organization, but to relate these internal functions to the organization's societal environment. Lack of concurrent maximization of the organization's components demands a greater focus on the responsibilities of the manager as a systems balancer as well as a mediator of the boundaries of the organization.

As Warren Benis predicts, there will be an increase in goal conflict, increasing confrontation between and among effectiveness criteria. Although the different effectiveness criteria among the variety of organizational functions seems unrelated and divergent, lethargy by management may allow relationships to become negatively related to each other. Management's awareness of these relationships and of how they may change with differing goal structures is a first step toward maximizing future organizational effectiveness.

The collaboration of educational institutions with and support for local citizens is a prime example. The primary goal of the university is to enhance the involvement of families and other area residents in collective action. The secondary school, seen as an open system situated in a neighborhood context, is acknowledged as an important location for collective action and citizen empowerment by the development of a range of opportunities for meaningful participation and bridge-building activities between school and citizens, small wins over time, and long-range commitment to creation of organizational structures that connect the culture of the school and the interests of the neighborhood. Practice is based on several principal basics of community psychology, including the value of democratic participation and citizen empowerment, the power of collective action, attention to strengths and resources and stakeholder interests, ecological analysis and identification of interdependencies, and system adaptations (Kloos et.al., 1997).