The Systems Resource Model

The systems resource model analyzes the decision-makers's capability to efficiently distribute resources among various subsystem's needs. The systems resources model defines the organization as a network of interrelated subsystems.

These subsystems needs may be classified as:

• bargaining position -ability of the organization to exploit its environment in acquisition of scarce and valued resources;
• ability of the systems' decision-makers to perceive, and correctly interpret, the real properties of the external environment;
• ability of the system to produce a certain specified output;
• maintenance of internal day-to-day activities;
• ability of the organization to co-ordinate relationships among the various subsystems;
• ability of the organization to respond to feedback regarding its effectiveness in the environment.
• ability of the organization to evaluate the effect of its decisions;
• ability of the organization' system to accomplish its goals.

The Bargaining Model

Each organizational problem requires a specific allocation of resources. The bargaining model presumes that an organization is a cooperative, sometimes competitive, resource distributing system.

Decisions, problems and goals are more useful when shared by a greater number of people. Each decision-maker bargains with other groups for scarce resources which are vital in solving problems and meeting goals.

The overall outcome is a function of the particular strategies selected by the various decision-makers in their bargaining relationships. This model measures the ability of decision-makers to obtain and use resources for responding to problems important to them.

Each of the subsystems' needs should be evaluated from two focal points: efficiency and stress. Efficiency is an indication of the organization's ability to use its resources in responding to the most subsystems' needs. Stress is the tension produced by the system in fulfilling or not fulfilling its needs.