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, Administrative

Primary Behavior (1947),the concept of systems process in decision-making within

organizations. Notably, he introduced concepts of bounded rationality and
satisfying.

Contributors to Biologist,Ludwig von Bertalanffy, introduced principles of General

Systems 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 system input and output
systems is internal)

Open • Dynamically interact to their environments by

taking in inputs and transforming them into

systems outputs that are distributed into their

environments
The Organization as a System
 1.It is possible to bring out
the inter-relations in various 2.It assists in studying the
functions like planning, functions of complex
The advantages of the organizing, directing and
controlling.
organizations.

systems approach
include:

4.It has been utilized as the

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

It can be difficult to apply to

This approach is somewhat It does not provide any tool
large and complex
abstract and vague. and technique for managers.
organizations.

It is not a prescriptive
management theory, as it It does not address power and It does not specify the nature
does not specify tools and social inequalities and their of interactions and
techniques for practicing causes. interdependencies.
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 selective as only

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

What are the types of Organizational Lifecycle Theory

Strategic Contingency Theory
HR theories? 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
What Are the Major programs, the availability of training and the 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.`Helped address issues of leadership, motivation, teamwork, workplace

STRENGTHS AND environment,

WEAKNESSES OF effects of power and influence, and other related topics``.

2. ``Expanded the definition and role of leadership, and its effects``.
THE HUMAN 3. ``Stressed the importance of relationships, cohesiveness, and
RESOURCE interdependency``.
4.``Theory is centered on “fit” between individual and organization, employee
THEORY development, and the resulting benefits to both agency and employee``.
5.``It is 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 to
What is Total Quality
improve quality and performance
Management
which will meet or exceed
(TQM)? 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.The development 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
Management: driving force for a customer.

3.Culture: Expressed beliefs and shared values of

leaders support and define the quality.
 1.The TQM element approach,
Example of Total Quality
2.The Japanese Total Quality approach,
Management
 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 work,

TQM: 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
Quality Management (TQM)  4. Processes Approach,
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.

The advantages of 3. Boost productivity in the organization.

4. Reduce production costs and faults.
the 8 Principles of 5. Raise profits margin.
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;

Total Quality 1.Identify difficulties with quality.

Management 2. Analyze data.

Tools 3. Collect information.

4.Identify the leading causes of the problems.
5. Assess the results.

There are issued some important
drawbacks of total quality
management. For instance:-
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.
Only help if the organization is heading in the right direction.
Itis 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.
CONCLUSION 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.
 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/