Interactions Essay

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Interactions in organisations People at work interact in three different kinds of ways. They interact with physical things or materials. They interact with information or other abstract entities. They interact with other people. The first type of interaction is labelled transformational; it involves changing materials from one form into another. The second is labelled transactional; it involves changing information from one form into another. Both of these types of interaction are normally operated through the application of prescribed processes, the process descriptions often being very tightly drawn and in great detail. The third type of interaction is labelled tacit. Tacit interactions are about people acting with other people, often working across organisational boundaries, and often when engaged in problem resolution or capitalising on opportunities. People who are highly involved with tacit interactions are also likely to be involved with transactional interactions, although in this case, process descriptions may be much less tightly drawn. It is rare for tacit interactions to be subject to any sort of process prescription or even description. So what? There are three reasons why tacit interactions are important. In traditional industries, transformational interactions dominated. These were in the organisations that employed large numbers of people in extraction, production and distribution jobs. As a general rule, these jobs were relatively lowly paid, often on an hourly or weekly basis. Increasingly automation was introduced, and this had the effect of limiting even further the already limited discretion that such workers had in their jobs, with, it must be said, some notable exceptions. With the increase in the size of governments, and with the growth in the service sector, the number of transactional interactions grew rapidly. Much the same sort of

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