Theoretical modeling of organizational reflex in human resource management from the perspective of organizational biological approach

Abstract

AbstractThis article presents a framework that informs about routine and creative decision-making and management practices within an organization. The primary focus of the study is on the preparedness of human resources within the organization to effectively respond to information from the global environment and ensure optimal decision-making. Analysis of human resource management discourse, a review of biological organization theory, and a detailed examination of reflex arc theory using elements of human body analogy such as neurons, allowed us to model a system that examines the basis of decision-making of information coming from the global environment in an organization, and the conducted research allowed to discover how to improve organizational abilities to respond to external stimuli. Theoretical modeling techniques revealed connections between the organization and various systems, and computer simulation allowed to examine these connections in different situations using Spyder (Python 3.8 environment based on SciPy, NumPy, etc.), with all the necessary functions to perform calculations and visualize the results. In order to gain a deeper understanding of decision-making in the organization, a model has been developed that is able to effectively make a decision from the perspective of the organization’s biological approach. A computer simulation conducted in the course of the study indicated: (1) that according to the interests of the organization the model selected (20%) of information of interest, from which, according to the ability of the created model, (95%) was directed to form a routine response and (5%) was directed to a creative response; (2) the time efficiency of the routine response may be more effective than that of the creative response from (63.6%) to (90.7%); (3) the efficiency of the realistic scenario of the model’s performance is inferior (about 21%) than that of the optimistic scenario, but more effective (about 17%) than that of the pessimistic scenario, this means that the realistic scenario works better than predicted in the pessimistic scenario, making it positive for the suitability of the model. These findings provide valuable insights into an organization’s ability to respond quickly and make decisions in a competitive environment, which may have practical implications for organization management and strategies to improve the ability to respond to external factors.