systems theory in a summary
TRANSCRIPT
![Page 1: Systems theory in a Summary](https://reader031.vdocuments.net/reader031/viewer/2022030316/5879c12a1a28abb42a8b51d9/html5/thumbnails/1.jpg)
SYSTEMS THEORY
by
Mohammad Ali Jaafar PhD Systems Mgmt.
Mohammad Ali Jaafar, PhD (Systems Mgmt.)
![Page 2: Systems theory in a Summary](https://reader031.vdocuments.net/reader031/viewer/2022030316/5879c12a1a28abb42a8b51d9/html5/thumbnails/2.jpg)
Mohammad Ali Jaafar, PhD (Systems Mgmt.)
Provides a general analytical framework (perspective) for viewing an
organization.
![Page 3: Systems theory in a Summary](https://reader031.vdocuments.net/reader031/viewer/2022030316/5879c12a1a28abb42a8b51d9/html5/thumbnails/3.jpg)
Systems Theory
O Synergy
O Interdependence
O Interconnections
O within the organization
O between the organization and the environment
O Organization as ORGANISM
O “A set of elements standing in inter-relations”
Mohammad Ali Jaafar, PhD (Systems Mgmt.)
![Page 4: Systems theory in a Summary](https://reader031.vdocuments.net/reader031/viewer/2022030316/5879c12a1a28abb42a8b51d9/html5/thumbnails/4.jpg)
Overview
O General Theoretical Distinctions
O Misunderstandings
O Strengths of Systems Theory
O Systems Framework
O General Systems Theory Principles
O System Characteristics
O Contingency Theory
O The Learning Organization
Mohammad Ali Jaafar, PhD (Systems Mgmt.)
![Page 5: Systems theory in a Summary](https://reader031.vdocuments.net/reader031/viewer/2022030316/5879c12a1a28abb42a8b51d9/html5/thumbnails/5.jpg)
General Theoretical Distinctions
O Classical and humanistic theories prescribe
organizational behavior, organizational structure or
managerial practice (prediction and control).
MACHINE
O Systems theory provides an analytical framework for
viewing an organization in general (description and
explanation). ORGANISM
Mohammad Ali Jaafar, PhD (Systems Mgmt.)
![Page 6: Systems theory in a Summary](https://reader031.vdocuments.net/reader031/viewer/2022030316/5879c12a1a28abb42a8b51d9/html5/thumbnails/6.jpg)
Misunderstandings
O Doesn’t focus on specific task functions
O Doesn’t directly explore the impact of
interpersonal relationships and loyalty on
productivity
O Doesn’t provide for detailed focus
O Changes in environment directly affect the
structure and function of the organization.
Mohammad Ali Jaafar, PhD (Systems Mgmt.)
![Page 7: Systems theory in a Summary](https://reader031.vdocuments.net/reader031/viewer/2022030316/5879c12a1a28abb42a8b51d9/html5/thumbnails/7.jpg)
Strengths O Recognizes . . .
O interdependence of personnel
O impact of environment on organizational structure and function
O affect of outside stakeholders on the organization
O Focuses on environment and how changes can impact the organization
O Seeks to explain “synergy” & “interdependence”
O Broadens the theoretical lens for viewing organizational behavior.
Mohammad Ali Jaafar, PhD (Systems Mgmt.)
![Page 8: Systems theory in a Summary](https://reader031.vdocuments.net/reader031/viewer/2022030316/5879c12a1a28abb42a8b51d9/html5/thumbnails/8.jpg)
Systems Framework
O Ludwig von Bertalanffy (1968)
O Offered a more comprehensive view of organizations
O NOT a theory of management - new way of conceptualizing and studying organizations
O Four Strengths (“promises”) M. Scott Poole
O Designed to deal with complexity
O Attempts to do so with precision
O Takes a holistic view
O It is a theory of emergents - actions and outcomes at the collective level emerge from the actions and interactions of the individuals that make up the collective
Mohammad Ali Jaafar, PhD (Systems Mgmt.)
![Page 9: Systems theory in a Summary](https://reader031.vdocuments.net/reader031/viewer/2022030316/5879c12a1a28abb42a8b51d9/html5/thumbnails/9.jpg)
Principles of General Systems Theory O Laws that govern biological open systems can be applied to
systems of any form.
O Open-Systems Theory Principles
O Parts that make up the system are interrelated.
O Health of overall system is contingent on subsystem functioning.
O Open systems import and export material from and to the environment.
O Permeable boundaries (materials can pass through)
O Relative openness (system can regulate permeability)
O Second Principle of Thermodynamics (ENTROPY)
O Entropy must increase to a maximum
O Negentropy increases growth and a state of survival
O Synergy (extra energy causes nonsummativity--whole is greater than sum of parts)
O Equifinality vs. “one best way.”
Mohammad Ali Jaafar, PhD (Systems Mgmt.)
![Page 10: Systems theory in a Summary](https://reader031.vdocuments.net/reader031/viewer/2022030316/5879c12a1a28abb42a8b51d9/html5/thumbnails/10.jpg)
Characteristics of Organizations as Systems:
O Input-Throughput-Output O Inputs
O Maintenance Inputs (energic imports that sustain system)
O Production Inputs (energic imports which are processed to yield a productive outcome)
O Throughput (System parts transform the material or energy)
O Output (System returns product to the environment)
O TRANSFORMATION MODEL (input is transformed by system)
O Feedback and Dynamic Homeostasis O Positive Feedback - move from status quo
O Negative Feedback - return to status quo
O Dynamic Homeostasis - balance of energy exchange
O Equivocality and Requisite Variety (Karl Weick) O Equivocality (uncertainty and ambiguity)
O Requisite Variety (complex inputs must be addressed with complex processes)
Mohammad Ali Jaafar, PhD (Systems Mgmt.)
![Page 11: Systems theory in a Summary](https://reader031.vdocuments.net/reader031/viewer/2022030316/5879c12a1a28abb42a8b51d9/html5/thumbnails/11.jpg)
Characteristics of Organizations as Systems:
O Role of Communication
O Communication mechanisms must be in place for the organizational system to exchange relevant information with its environment
O Boundary Spanners perform this function!
O Media Outlets are communication link between system & environment
O Communication provides for the flow of information among the subsystems
O Systems, Subsystems, and Super systems O Systems are a set of interrelated parts that turn inputs into outputs through processing
O Subsystems do the processing
O Super systems are other systems in environment of which the survival of the focal system is dependent
O Five Main Types of Subsystems
O Production (technical) Subsystems - concerned with throughputs-assembly line
O Supportive Subsystems - ensure production inputs are available-import raw material
O Maintenance Subsystems - social relations in the system-HR, training
O Adaptive Subsystems - monitor the environment and generate responses (PR)
O Managerial Subsystems - coordinate, adjust, control, and direct subsystems
Mohammad Ali Jaafar, PhD (Systems Mgmt.)
![Page 12: Systems theory in a Summary](https://reader031.vdocuments.net/reader031/viewer/2022030316/5879c12a1a28abb42a8b51d9/html5/thumbnails/12.jpg)
Characteristics of Organizations as Systems:
O Boundaries O The part of the system that separates it from its environment
O Four Types of Boundaries (Becker, 1997) O Physical Boundary - prevents access (security system)
O Linguistic Boundary - specialized language (jargon)
O Systemic Boundary - rules that regulate interaction (titles)
O Psychological Boundary - restricts communication (stereotypes, prejudices)
O The ‘Closed’ System O Healthy organization is OPEN
O Do not recognize they are embedded in a relevant environment
O Overly focused on internal functions and behaviors
O Do not recognize or implement equifinality
O Inability to use feedback appropriately
O CO-DEPENDENT
Mohammad Ali Jaafar, PhD (Systems Mgmt.)
![Page 13: Systems theory in a Summary](https://reader031.vdocuments.net/reader031/viewer/2022030316/5879c12a1a28abb42a8b51d9/html5/thumbnails/13.jpg)
Characteristics of Organizations as Systems:
O McMillan & Northern (1995) on Enabling Co-dependency
O Asymmetrical communication status of the hierarchy
O Levels of authority
O Fear of Punishment
O The socially acceptable addiction
O Workaholics
O Addiction leads to more co-dependency
O The organization’s selective attention
O Money and power as distractions
O Focus on ends instead of means
O Skilled communication incompetence
O Deprived of useful feedback
O Emotion is masked
O First extension of Systems Theory into Management Practice - CONTINGENCY THEORY
Mohammad Ali Jaafar, PhD (Systems Mgmt.)
![Page 14: Systems theory in a Summary](https://reader031.vdocuments.net/reader031/viewer/2022030316/5879c12a1a28abb42a8b51d9/html5/thumbnails/14.jpg)
Contingency Theory: O There is no one best way to structure and manage
organizations.
O Structure and management are contingent on the
nature of the environment in which the organization
is situated.
O Argues for “finding the best communication
structure under a given set of environmental
circumstances.”
O Management of Innovation - Burns and Stalker
(1968)
Mohammad Ali Jaafar, PhD (Systems Mgmt.)
![Page 15: Systems theory in a Summary](https://reader031.vdocuments.net/reader031/viewer/2022030316/5879c12a1a28abb42a8b51d9/html5/thumbnails/15.jpg)
Two Contingency Theories: O Burns and Stalker (1968) Management of Innovation
O Organizational systems should vary based on the level of stability in the environment
O Two different types of management systems O Mechanistic systems - appropriate for stable environment
O Organic systems - required in changing environments (unstable conditions)
O Management is the Dependent Variable O Variations in environmental factors lead to management
O Lawrence and Lorsch (1969) O Key Issue is environmental uncertainty and information flow
O Focus on exploring and improving the organization’s relationship with the environment
O Environment is characterized along a certainty-uncertainty continuum
Mohammad Ali Jaafar, PhD (Systems Mgmt.)
![Page 16: Systems theory in a Summary](https://reader031.vdocuments.net/reader031/viewer/2022030316/5879c12a1a28abb42a8b51d9/html5/thumbnails/16.jpg)
Pragmatic Application of Systems Theory:
O The Learning Organization
O Peter Senge’s The Fifth Discipline: The Art and Practice of the Learning Organization (1990)
O An organization that is continually expanding its capacity to create its future
O Organizational Learning Occurs under Two Conditions
O 1) When design of organizational action matches the intended outcome
O 2) When initial mismatch between intentions and outcomes is corrected, resulting in a match
O Key attribute of learning organization is increased adaptability
O Adaptability is increased by advancing from adaptive to generative learning
Mohammad Ali Jaafar, PhD (Systems Mgmt.)
![Page 17: Systems theory in a Summary](https://reader031.vdocuments.net/reader031/viewer/2022030316/5879c12a1a28abb42a8b51d9/html5/thumbnails/17.jpg)
The Learning Organization
O Adaptive (single-loop) Learning
O Involves coping with a situation
O Limited by the scope of current organizational assumptions
O Occurs when a mismatch between action and outcome is corrected without changing the underlying values of the system that enabled the mismatch.
O Generative (double-loop) Learning
O Moves from COPING to CREATING an improved organizational reality
O Necessary for eventual survival of the organization
O Both are Central Features of the Model of the Communicative Organization
O Synergy and Nonsummativity are Important
Mohammad Ali Jaafar, PhD (Systems Mgmt.)
![Page 18: Systems theory in a Summary](https://reader031.vdocuments.net/reader031/viewer/2022030316/5879c12a1a28abb42a8b51d9/html5/thumbnails/18.jpg)
The Learning Organization
O Through communication, teams are able to learn more than individuals operating alone.
O Critics argue that teams inhibit learning
O Thoughts?
O Leadership is a key element in creating and sustaining a learning organization.
O Leaders are responsible for promoting an atmosphere conducive to learning
O CREATIVE TENSION
O Represents difference between the “vision” of where the organization could be and the reality of the current organizational situation.
Mohammad Ali Jaafar, PhD (Systems Mgmt.)
![Page 19: Systems theory in a Summary](https://reader031.vdocuments.net/reader031/viewer/2022030316/5879c12a1a28abb42a8b51d9/html5/thumbnails/19.jpg)
Impediments to Learning Organization
O Complexity of the Environment
O Difficult to determine cause and effect
O Multiple contributing elements in complex environments
O Internal Conflicts
O Individuals, teams, departments, and subcultures are often at odds
O Energy is drained by conflict.
O Organization members must be trained in communication and conflict-negotiation skills
Mohammad Ali Jaafar, PhD (Systems Mgmt.)
![Page 20: Systems theory in a Summary](https://reader031.vdocuments.net/reader031/viewer/2022030316/5879c12a1a28abb42a8b51d9/html5/thumbnails/20.jpg)
Summary O Systems Theory is NOT a prescriptive management
theory
O Attempts to widen lens through which we examine and understand organizational behavior
O The Learning Organization O Synergy
O Nonsummativity
O Interdependence
O Equifinality
O Requisite Variety
O Emphasizes COMMUNICATION in the Learning Process
O Organizations cannot separate from their environment
O Organizational teams or subsystems cannot operate in isolation
Mohammad Ali Jaafar, PhD (Systems Mgmt.)
![Page 21: Systems theory in a Summary](https://reader031.vdocuments.net/reader031/viewer/2022030316/5879c12a1a28abb42a8b51d9/html5/thumbnails/21.jpg)
Bottom Line
The same misunderstandings and problems that continue to occur will eventually cause fatal damage to the system.
Mohammad Ali Jaafar, PhD (Systems Mgmt.)
![Page 22: Systems theory in a Summary](https://reader031.vdocuments.net/reader031/viewer/2022030316/5879c12a1a28abb42a8b51d9/html5/thumbnails/22.jpg)
References:
O The Fifth Discipline: The Art and Practice of
the Learning Organization by Peter Senge’s
O General System Theory: Foundations,
Development, Applications. by Ludwig von
Bertalanffy and Wolfgang Hofkirchner
O Organizational Communication: Approaches
and Processes by Katherine Miller
O The Management of Innovation by Tom
Burns and G.M. Stalker
Mohammad Ali Jaafar, PhD (Systems Mgmt.)