Professional Documents
Culture Documents
General Systems Theory
General Systems Theory
Synergy
Interdependence
Interconnections
– within the organization
– between the organization and the environment
Organization as ORGANISM
“A set of elements standing in inter-relations”
Overview
General Theoretical Distinctions
Misunderstandings
Strengths of Systems Theory
Systems Framework
General Systems Theory Principles
System Characteristics
Contingency Theory
The Learning Organization
General Theoretical Distinctions
Classical and humanistic theories prescribe
organizational behavior, organizational
structure or managerial practice (prediction
and control). MACHINE
Input-Throughput-Output
– Inputs
Maintenance Inputs (energic imports that sustain system)
Production Inputs (energic imports which are processed to yield a productive outcome)
– Throughput (System parts transform the material or energy)
– Output (System returns product to the environment)
– TRANSFORMATION MODEL (input is transformed by system)
Feedback and Dynamic Homeostasis
– Positive Feedback - move from status quo
– Negative Feedback - return to status quo
– Dynamic Homeostasis - balance of energy exchange
Equivocality and Requisite Variety (Karl Weick)
– Equivocality (uncertainty and ambiguity)
– Requisite Variety (complex inputs must be addressed with complex processes)
Characteristics of Organizations as Systems
Characteristics of Organizations as Systems
Boundaries
– The part of the system that separates it from its environment
– Four Types of Boundaries (Becker, 1997)
Physical Boundary - prevents access (security system)
Linguistic Boundary - specialized language (jargon)
Systemic Boundary - rules that regulate interaction (titles)
Psychological Boundary - restricts communication (stereotypes, prejudices)
The ‘Closed’ System
– Healthy organization is OPEN
– Do not recognize they are embedded in a relevant environment
– Overly focused on internal functions and behaviors
– Do not recognize or implement equifinality
– Inability to use feedback appropriately
– CO-DEPENDENT
Characteristics of Organizations as Systems
Contingency Theory
There is no one best way to structure and manage
organizations.
Structure and management are contingent on the
nature of the environment in which the
organization is situated.
Argues for “finding the best communication
structure under a given set of environmental
circumstances.”
Management of Innovation - Burns and Stalker
(1968)
Two Contingency Theories
Burns and Stalker (1968) Management of Innovation
– Organizational systems should vary based on the level of stability
in the environment
– Two different types of management systems
Mechanistic systems - appropriate for stable environment
Organic systems - required in changing environments (unstable
conditions)
– Management is the Dependent Variable
Variations in environmental factors lead to management
Lawrence and Lorsch (1969)
– Key Issue is environmental uncertainty and information flow
– Focus on exploring and improving the organization’s relationship
with the environment
– Environment is characterized along a certainty-uncertainty
continuum
Pragmatic Application of Systems Theory
The Learning Organization