Intelligent Organizations: Powerful Models for Systemic ManagementThis is not a book about how to run a company. It is about how to look at the world differently. Ultimately, this will help the reader to deal with complexity more effectively. The market today is flooded with books which claim to show paths to higher organizational effectiveness. Most of these recommendations are given as “recipes for success” and on pragmatic grounds. This book, however, is targeted at all those who want access to the powerful models of systemic manageme nt in order to improve their skills in coping with complexity. The contents are of interest to people who deal with organizations – as leaders and mana gers or specialists, or as advanced students. The purpose is to give them conceptual and methodological guidelines by means of which they can. • Increase the “intelligence” of exis ting organizations by introducing or substituting a better design; • Shape new organizations so that they are “intelligent” from the very start. What are the distinctive features of this book? The book is the result of a long term research effort in to the deep seated, invariant features of organizations, ba sed on the Systems Approach, namely, Organizational Cybernetics and System Dynamics. These sciences have specialized in uncovering such basi c properties. They convey a fresh, sophisticated and unorthodox perspective. It is therefore worthwhile acq uiring the capability of looking at the social world in this different way. |
From inside the book
Results 1-5 of 43
Page xi
... environment or situation faced in terms of the complexity issue, while Chap. 3 discusses forms of distributed organization as a managerial response to that com- plexity. In Chap. 4, a framework for the design of Intelligent ...
... environment or situation faced in terms of the complexity issue, while Chap. 3 discusses forms of distributed organization as a managerial response to that com- plexity. In Chap. 4, a framework for the design of Intelligent ...
Page xii
... environment for the writing of a large part of this book during my sabbatical there. The building-blocks for this work originated in a long- term research effort, going back to the eighties, and enduring throughout the nineties all the ...
... environment for the writing of a large part of this book during my sabbatical there. The building-blocks for this work originated in a long- term research effort, going back to the eighties, and enduring throughout the nineties all the ...
Page 3
... environment, relationships, elements, purpose, structure, function and evolution. Cybernetics is the branch of Systems Theory, which is most relevant to the issues addressed in this book. Cybernetics is the science of control and ...
... environment, relationships, elements, purpose, structure, function and evolution. Cybernetics is the branch of Systems Theory, which is most relevant to the issues addressed in this book. Cybernetics is the science of control and ...
Page 4
... environment affect and change each other (e.g., Ashby 1965, p. 58; Ackoff and Emery 1972, p. 123f).3 Similarly, the concept of learning derives from a notion focused on the acquisition of knowledge and skills (UNESCO-UNEP 1983), rooted ...
... environment affect and change each other (e.g., Ashby 1965, p. 58; Ackoff and Emery 1972, p. 123f).3 Similarly, the concept of learning derives from a notion focused on the acquisition of knowledge and skills (UNESCO-UNEP 1983), rooted ...
Page 7
... environments , despite the fact that their members are , on average , intelligent and capable of learning . This means ... environment , and finally 4. to make a positive net contribution to the viability and development of the larger ...
... environments , despite the fact that their members are , on average , intelligent and capable of learning . This means ... environment , and finally 4. to make a positive net contribution to the viability and development of the larger ...
Contents
1 | |
10 | |
Management A Distributed Function | 23 |
Intelligent Organization A Systemic | 35 |
What the Organization Does 47 | 46 |
Structure Preconditions for Effective Action | 83 |
7 | 109 |
5 | 120 |
8 | 133 |
Time and Organizational Dynamics 167 | 166 |
The Framework Revisited | 181 |
The Way Ahead | 203 |
Reference 211 | 231 |
Other editions - View all
Intelligent Organizations: Powerful Models for Systemic Management Markus Schwaninger No preview available - 2008 |
Intelligent Organizations: Powerful Models for Systemic Management Markus Schwaninger No preview available - 2010 |
Common terms and phrases
achieve Ackoff activities adaptation agement agents Anatol Rapoport applications aspects Balanced Scorecard basic parameters Beer behaviour Chap chapter co-evolution complexity conceived concept context control variables cope core corporate crucial culture dimensions domain Drucker ecological effective empirical Enron environment ethical ethos example factors firms framework function Gallen goals Heinz von Foerster heterarchical icosahedron infoset innovation insights integrative Intelligent Organizations interaction interventions issues knowledge learning linked long-term mode Model of Systemic normative management operative Organizational Cybernetics organizational identity organizational intelligence orientation Peter Drucker pre-control principle profit purpose Rapoport recursion level relationships relevant scenario Schwaninger second-order cybernetics self-organization simulation social systems Stafford Beer stakeholders Strategic Management strategy structure System Dynamics Systemic Control Systems Approach Team Syntegrity model theory tion units value potentials variety viability and development Viable System Model vision zations