CMSCB3004 Systems, Cybernetics and Management

1. CMSCB3004Systems, Cybernetics and Management Lecturer: Andy Laws Location: Room 603 e-mail: A.Laws@livjm.ac.uk Telephone: 0151-231-2270

2. What the module is about • As the module title “Systems, Cybernetics and Management” suggests, there are three main elements covered in the module • Systems - The application of Systems Theory in the form ofSystems Thinking to organizational situations. • Cybernetics - Specifically in the form ofManagerial Cybernetics to provide an understanding of the communication and control processes required by any organization and hence an understanding of the Information Systems needed to support them. • Management - Once we have these tools in place we can then say something meaningful about management, not only about organizational management but also about Information System Management. { • Systems Analysis - Applications of Hard Systems Thinking • Systems Synthesis - Applications of Soft Systems Thinking Systems Thinking

3. Why this approach? • To answer this we have to look at what management is about. • the French management thinker Henri Fayol gave the following definition in 1916: • “To manage is to forecast and plan, to organize, to command, to coordinate and to control”. • A convenient summary of management was published in 1937 by Luther Gulick, an American research worker in public administration. Gulick's view, slightly revised, is summarized by the acronym POSDCIR.

4. POSDCIR • Planning - Selecting objectives and means of accomplishing them. • Organizing - Designing an intentional structure of rôles for people to fill. • Staffing - Select, appraising and developing people to effectively fill organizational rôles. • Directing - Managers have to explain to staff what is required and what their contribution is expected to be. • Controlling - Measuring and correcting activities of people to ensure that plans are being accomplished. • Innovating - We live in an era of continual change where it is essential for businesses and individuals to adapt. Part of this adaptation requires a willingness to innovate. Innovation in this context need not be particularly grand, e.g. no more than updating office technology or introducing new methods of working. • Representing - Managers must represent their organization, their department, and sometimes their staff. For instance, a shop manageress has to represent her company when customers complain.

5. The Problem with Management • Management as an area of study is still relatively immature • Koontz - American management theorist talked about “the management theory jungle” • He identified 11 main Schools of thought on management: • Empirical or Case Approach • Interpersonal Behaviour Approach • Group Behaviour Approach • Cooperative Social System Approach • Sociotechnical Systems Approach • Decision Theory Approach • Systems Approach • Management Science Approach • Contingency Approach • Managerial Rôles Approach • Operational Theory Approach

6. Finding our way through the ‘Management Theory Jungle’ • Systems Theory underpins a good proportion of the various ‘Management Schools of Thought’. • Coupling this with Hard Systems Thinking to produce Systems Thinking provides a powerful and comprehensive view from which to begin management studies. • The managerial cybernetics of the Viable System Model is based on what has been described “a fundamental Law of Management”. • Combined these appear to represent a sound foundation for on-going managerial experience.

7. What We’ll be looking at • Review of General Systems Theory and Systems Thinking. • Fundamentals of Systems Dynamics. • Development of Cybernetic Theory. • The Viable System Model. • Applications of Cybernetic Thinking (e.g. Quality Management). • Learning Organisations. • Second Order Cybernetics. • Applications of Systemic Tools (e.g. Strategy, Structure, Procedures, Culture & Leadership).

8. Aims & Outcomes of the Module • Aims • Understand & appreciate the real-world manifestations of systemic/cybernetic principles. • Appreciate the theory & applications of systemic/cybernetic thinking to business situations in general. • Acquire the methods & techniques to make meaningful interventions in problematic managerial situations. • Outcomes • Apply appropriate problem solving techniques to business situations and derive meaningful solutions or improvements. • Apply cybernetic principles to a business situation and derive meaningful diagnoses. • Analyze an enterprise using the systemic tools discussed.

9. Indicative References • Checkland, P. (1981) Systems Thinking, Systems Practice. John Wiley & Sons • Beer, S. (1985) Diagnosing the System for Organisations. John Wiley & Sons. • Espejo, R. Harnden, R. Ed. (1989) The Viable System Model: Interpretations and Applications of Stafford Beer’s VSM. John Wiley and Sons • Cavaleri, S. Obloj, K. (1993) Management Systems - A Global Perspective. Wadsworth Publishing Co. • Stacey, R.D.(1996) Strategic Management & Organisational Dynamics 2nd Ed. Pitman Publishing • Contemporary Journal Papers

10. Assessment • Examination 75% • Coursework 25%