SYSTEM APPROACH THEORY

(HISTORY OF MANAGEMENT THOUGHT)

BY: SARIMAH BINTI ONONG

TJ60304
THE SYSTEMS THEORY APPROACH

In mid 1960s began a decade in which the idea that

organizations could be analysed in a systems
framework gained a strong following.

The systems approach :a system as a set of

interrelated and interdependent parts
arranged in a manner that produces a unified
whole. Societies are systems and so, too, are
computers, automobiles, organizations, and
animal and human bodies.
 Chester Bernard introduced the concept of Cooperative
Systems in his book, Functions of an Executive (1938).

Who are the Economist, Herbert Simon, introduced in his book,

Primary
Administrative Behavior (1947),the concept of systems process
in decision-making within organizations. Notably, he
introduced concepts of bounded rationality and satisfying.

Contributors Biologist,
Ludwig von Bertalanffy, introduced principles of

to Systems General Systems theory in 1950.

Theory? Other contributors include: Lawrence J. Henderson, W.G.

Scott, Deniel Katz, Robert L. Kahn, W. Buckley and J.D.
Thompson.
 THE SYSTEMS APPROACH

System: a collection of parts operating interdependently to achieve a

common purpose.

General systems theory: an interdisciplinary area of study based on

the assumption that everything is part of a larger, interdependent
arrangement.
 Basic Types of Systems

Closed • Are not influenced by and do not

interact with their environment (all
systems system input and output is internal)

Open • Dynamically interact to their

environments by taking in inputs and

systems
transforming them into outputs that
are distributed into their environments
The Organization as a System
 1.It is possible to bring
out the inter-relations in
2.It assists in studying the
various functions like
functions of complex
The advantages of planning, organizing,
directing and
organizations.
controlling.
the systems
approach include:

4.It has been utilized as

the base for the new
kinds of organizations 3.It is probabilistic rather
like project than deterministic.
management
organization.
The disadvantages of the systems approach include:

This approach is It can be difficult to It does not provide any

somewhat abstract and apply to large and tool and technique for
vague. complex organizations. managers.

It is not a prescriptive
It does not address
management theory, as It does not specify the
power and social
it does not specify tools nature of interactions
inequalities and their
and techniques for and interdependencies.
causes.
practicing managers
 The System theory has its weaknesses. For instance, it makes
the things too mechanistic by using the terms ‘input’, ‘output’,
‘feedback’, ‘environment’ and like.

Scholar Stanley Hoffman has criticized the System theory

effectively.

What is worse in that their approach is

CONCLUSION selective as only those problems relevant to the
systems are considered and others are
ignored? Most of the model situations only exist in theory.

The System theory dose not predict

what will happen, but it only forecasts what would
happen if certain conditions develop, which rarely, if ever
develop exactly as imagined.
 REFERENCES

Thelen, E., & Smith, L. (1996). Dynamic Systems Theories. In A dynamic systems approach to the
development of cognition and action. Cambridge, Mass.: MIT Press.

The Systems Approach. (n.d.).http://www.introduction-to-management.24xls.com/en132

Human Resource
Theory
What are HR Human Resource theories is a general term for the
strategies, tactics and objectives used by business

Theories?
owners and managers to administer policies and
procedures related to employees
 Thereare mainly four HR Theories they are,
namely:

What are the types Organizational Lifecycle Theory

of HR theories? Strategic Contingency Theory

General Systems Theory
Transaction Cost Theory
 Several major objectives of HRM that are generally seen to
be important.

1. Cost Objectives of HRM Function

 Ex(managing cost-effectiveness for the organization,
employee benefit programs, the availability of training and the
What Are the Major efficiency of the time.

Objectives of Human
2. Leveraging Potential
Resources Theory?
 Ex (ensure that employees have an achievable workload)

3. Matching Needs

 Ex (employees' skills and career objectives)

4. Maintaining Good Relationships

 Ex (maintaining good relationships between the organization's
stakeholders
 Strengths: (Shafritz, Ott, Jang, 2005).

1.`Helpedaddress issues of leadership, motivation, teamwork,

workplace environment,
effects of power and influence, and other related topics``.
STRENGTHS AND 2. ``Expanded the definition and role of leadership, and its
effects``.
WEAKNESSES OF 3. ``Stressed the importance of relationships, cohesiveness, and
THE HUMAN interdependency``.
4.``Theoryis centered on “fit” between individual and
RESOURCE THEORY organization, employee
development, and the resulting benefits to both agency and
employee``.
5.``Itis an optimistic theory, not focused on conflict between
individuals and
organizations (as other theories often do)``.
6.``The Hawthorne Effect helped shed light on employee
productivity``.
7 ``Theories X and Y added a new lens for behavioral studies``.

Weaknesses:
(Shafritz, Ott, Jang, 2005)
1``Perhaps places too much importance on
consideration for the employee``.
2.``Considers
productivity through the lens of
employee behavior, not the other way
around``.
3``Critics claim some aspects, including Maslow’s
contributions, are not supported
empirically
and “oversimplifies the complex structure
of human needs and
motivations”.
 REFERENCES

Published by European Centre for Research Training and Development

UK (www.eajournals.org)

Markle, A. B. 2011. Dysfunctional learning in decision processes: the case of employee

reciprocity. Strategic Management Journal 32, 1411–1425

Larrick & Feiler. (2013). Theory X and Theory Y: HR Strategy. In D. J. Teece & M. Augier
(Eds.), The Palgrave Encyclopedia of Strategic Management. Palgrave McMillan: New
York
 Total Quality
Management
(TQM)
 An approach that seeks
What is Total Quality to improve quality and
Management performance which will
(TQM)? meet or exceed customer
expectations.
 The History and Evolution of
Quality Management Strategies

1.Inspection quality control (IQC), since 1910

2.Statistical process control (SPC), since 1930
3.Total quality control (TQC), since 1950
4.Company-wide quality control (CWQC), since 1970
5.Total Quality Management (TQM), since 1985
6.Six-Sigma (6σ), since 1986
7.Business Excellence Model, since 2000
8.Thedevelopment and implementation system of the DMAIC Six Sigma
program
 1.Counting: 3Ts (Tools, Techniques, and
Training) used to analyze, understand,
and solve quality problems.
3 Aspects of
Total Quality 2.Customers: Quality is a central concern
and driving force for a customer.
Management:
3.Culture: Expressed beliefs and shared
values of leaders support and define the
quality.
 1.The TQM element approach,
Example of Total 2.TheJapanese Total Quality
Quality Management approach,
 3.The award criteria approach
 The structure of total quality
management is a continual
improvement concept. It integrates
the staff, customers, and suppliers of a
business or organization.

Structure of Moreover, it maintains the quality of

TQM: work, process, and enterprise results.

 As a result, TQM constitutes the

quality of leadership, learnability, and
show consistency.
 1. Customer focus,
2. Leadership,
3. Involvement of people,
The 8 Principles of Total
 4. Processes Approach,
Quality Management (TQM)
5.
System approach to
management,
6. Continual improvement,
7.Factual approach to
decision-making,
8. Mutual beneficial supplier
relationship.
 The most important benefits of the TQM are:

1.Develop the quality of products and

services to satisfy customers.
2. Motivate employees morally.
3. Boost productivity in the organization.
The advantages 4. Reduce production costs and faults.
of the 8 Principles 5. Raise profits margin.
of TQM 6. Make processes more efficient and
reliable.
7. it Involves employees.
8.it Improves the condition of the work
environment.
9.Improve the communication process
 The most essential approaches are;

1.Identify difficulties with quality.

Total Quality
2. Analyze data.
Management
3. Collect information.
Tools 4.Identify the leading causes of the
problems.
5. Assess the results.
 Extremely demanding of management and staff time.

It can become excessively mechanical and bureaucratic and

lead to prominence on the process’s stability, rather than a
focus on improvement or the means rather than the end.

There are issued some

important drawbacks of Only help if the organization is heading in the right
direction.
total quality management.
For instance:-
It is not a quick fix. Total quality management takes years
to implement.

It can lead to too much attention.

In conclusion, Total Quality Management (TQM) motivates

contribution among the floor managers and workers. There
is no single theoretical establishment of total quality, but
Juran, Ishikawa, Deming, etc. layout the core premise.
 Inconclusion, Total Quality Management (TQM)
CONCLUSION motivates contribution among the floor managers and
workers.
There is no single theoretical establishment of total
quality, but Juran, Ishikawa, Deming, etc. layout the
core premise.
 REFERENCES

Evans, J. R. (2013). Quality & performance excellence. Cengage Learning.Yang, C. C. (2012).

Yang, C. C. (2012). The integration of TQM and Six-Sigma. Total Quality Management and Six Sigma, 219.

Kobiruzzaman, M. M. (2021). Total quality management (TQM): Eight Principles and Practices of TQM.
Educational Website For Online Learning. https://newsmoor.com/total-quality-management-tqm-eight-principles-and-practices-of-tqm/