Intelligence as an ability to think critically and apply knowledge in practice depends on the processes in human brains that execute the control functions and process information.
Organizational decision-making is similar to that of the brain and relies on processing of information under a certain scheme. For instance, managers develop policies and plans that become points of reference to others, and this complex information is forwarded to various departments through the Internet, Intranet and other forms of electronic transmission. Organization is, therefore, an institutionalized brain that makes complex decisions.
We have learned in class that, in the process of decision-making in organizations, managers gather information about the prevailing market conditions, internal organizational environment and other spheres and, after analyzing the data, come up with solutions for the issues detected. We also learned about how information flows between various departments in a workplace just as it happens in the brain.
An organization manages data on logistics, sales, production, distribution, marketing and finance among its workers and this leads to the creation of teams such as sales persons, production, and logistic teams among others. These groups think for the rest of the organization and control the activities related to their specific stage of work and this resembles the control function of the brain. Similarly, managers of firms use data to manage customers, production, and distribution activities related to their institution.
The class work captured the organizational thinking in specific areas, such as marketing, production and logistic operations and analyzed issues at hand, developing solutions to promote organizational performance. The management also uses the information to make decisions regarding the handling of customers, production, and distribution activities among others.
As a rule, the modern organizations have automated and computerized stock control, security, checkout facility and laser beam systems among others to monitor the stock, sales, movement of staff and customers, as well as prevent the possible intrusions. Further advancement in the field of micro-processing facilitates the performance of virtual organizations and cashless system of transactions, which involves the use of credit cards and other forms of payments. The program features of organizational computer systems enable the various machines to have the adaptive capacities of brain; the examples include robots, sensors, thermostats, and governors that detect changes and initiate responses.
In class, we learned about the computerized and automated systems in organizations that require minimum human input. Such features include retail systems in supermarkets and large shops, automated gates that have facial recognition effects, alarm, and other security systems in organizations that perform in a similar way to the human brain, and this provides a strong evidence that organizations are in many ways similar to the brain.
In conclusion, I support the idea of similarity between organizations and human brain, particularly due to the fact that the former makes decisions based on the processing of information, just like the latter. Additionally, managers and different teams entrusted to execute various tasks think for the organization, and thus I feel that the combined thinking qualifies the whole organization as a complex brain. Lastly, several systems in firms possess artificial intelligence that enables them to detect changes and initiate counteractions and these include stock monitoring and security systems that execute tasks just like the human brain does.