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Systems approaches

Explore key concepts, theories, and models in organizational systems, such as cybernetics, Weick's theory of organizing, and the Congruence Model. Learn about system properties, feedback processes, and the importance of interdependence for organizational success. Discover the impact of congruence in aligning strategy, work processes, and culture. Enhance your understanding of complex organizational dynamics and methods for studying interconnected systems.

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Systems approaches

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  1. Systems approaches Chapter 4

  2. Organization as a system • A open, complex set of interdependent parts that interact to adapt to a constantly changing environment to achieve its goals (Kreps) • Metaphor-biological reference (organismic) • Input-throughput-output-feedback-environment • Balance between the whole & individual parts is crucial • Synergy-sum of whole >than sum of parts • Consider what this means within an organization

  3. SYSTEMS MODEL(Kreps) Environment Energy from the Environment Input Transformation Output Feedback

  4. System Basics • System components • Hierarchical ordered • Interdependence • Permeability • Equilibrium • Adaptation • System processes • Exchange processes • Feedback processes • Transformation processes

  5. System properties • Holism (synergy) • System is more than the sum of its parts • Negative Entropy • Ability to sustain and grow (avoid entropy) • Entropy=tendency of a closed system to run down • Complexity • The more a system grows, the more it develops

  6. System properties • Equifinality -More than one way to achieve a goal or task -More than one way to do the job • Requisite variety -Organization has to be as complex as the environment it is in -Organization needs to consider the relationship with its environment

  7. Cybernetics Systems Theory • Study of regulation and control • Corrective Feedback to maintain system • Components • System goal • Mechanisms • Feedback • System behavior

  8. Weick’s Theory of Organizing • Organizations are something individuals accomplish through interaction • Organizations are more than just containers where communication happens! Organizations are interaction! • Organizing • Not just structure but activities consisting of communication • All organizing activities consist of behaviors that are interlocked through communication • People are part of their environment

  9. Weick’s Theory of Organizing • Organizing • All activities are designed to reduce equivocality (unpredictability inherent in every environment) • Enactment (process of acting out or making-organizational members construct meaning and make sense of their environment • Members construct meaning through interaction

  10. Weick’s Model of Organizing • Ecological change (environment) • Enactment (How you make sense of the environment) • Selection (How individuals deal with equivocality or uncertainty using Assembly Rules which are guidelines to reduce equivocality • Retention • Causal maps-used to make sense of future equivocality in the informational environment

  11. New Science SystemsTheory • Chaos theory • Order emerges from disorder, not linear or logical process • Systems don’t strive for equilibrium • Complexity and chaotic nature of organizational systems means emergence of innovation, form, and processes

  12. The Congruence Model(systematic way to consider root workplace elements that drive org. performance) • The higher degree of fit (congruence) among organizational components, the more effective the organization. • Fit = Alignment of strategy, work (task), communication, people, structure, culture) • Interdependence is critical • Transformation = the work & business processes that convert resources into offerings (Consider input and output) • “The greater the total degree of congruence (fit) among organizational components, the more effective the organization will be.

  13. Definitions of Fit • The higher the compatibility among these elements in the workplace, the greater the performance. Consider match. • Individual-Organization (Culture) • Does individual’s skill match work expectations? (creative individual doesn’t fit classical type org.) • Does individual’s mang. Style match informal or formal structure of org.? • More about this model

  14. Congruence Model (Nadler & Tushman) Input Environment Resources History Output System Unit Individual InformalOrganization Work FormalOrganization Strategy People

  15. Methods for studying organizational systems • Important to look a the “whole,” the “parts,” and how the “connectivity” of the parts • Modeling techniques • Drawing and analyzing maps that characterize org. communication systems and the communication rules • Network analysis • Properties of networks and links • Network roles-more than one role in a network

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