A systematic approach to system theory, April 13, 2007, 2D.
Organizations are social entities that are made people who
work together interdependently to accomplish a common goal
or set of goals. The individuals who give organizations
life perform the many different tasks and functions needed
for organizations to accomplish their missions. For those
who study organizations and ways to improve their
functioning, the concepts of Systems Theory are particularly
beneficial.
A system
is composed of interdependent parts that are arranged a
particular order to accomplish a purpose. Our bodies are
examples of systems. They are composed of different parts,
or elements, that influence and are influenced by other
parts of the system. The digestive system is sub-system of
the human body, and a system unto itself. It is also a
containing system, or super-system, of smaller systems. The
mouth, for example, is part of the digestive system and is a
system unto itself. Systems are related to complementary
and dependent systems. Failure to perform in one element in
a system can result in a cascading failure of the system and
related systems. The failure of an organ in the digestive
system can result in the failure of the entire system and
then failure in all dependent systems until a person’s whole
body ceases to function.
In the
1950s, Kenneth Boulding developed a classification for
different types of systems. He arranged these from least
complex to most complex. These were:
-
Framework—like picture frames, tables, or chairs.
-
Clockwork—like grandfather clocks, the solar system, and
simple machines.
-
Control—like thermostats (they control themselves within
limits).
-
Cell—the most basic form of life.
-
Plant—living organisms with differentiated and mutually
dependent parts.
-
Animal—self-awareness and abilities to learn, adapt, and
change behaviors.
-
Human—self-consciousness in addition to self-awareness
-
Social—groups of individuals with differentiated and
dependent roles.
-
Transcendental—ultimate sets of knowledge and truth.
The
1950s was an era when organizational theorists began
shifting from “machine-like” to “life-like” views of
organizations. As seen in Boulding’s typology, the change
from machine systems to living systems occurs between
“control” and “cell” systems. The machine-like view of
organizations dominated organization theory through the
industrial revolution. Control and human resource
management decisions were developed from a machine
perspective. As discovered by later management researchers
and practitioners, organizations are much more complex than
originally conceived. As identified by Boulding,
organizations, or social systems, are some of the most
complex types of systems that there are. Organizations
require considerably more guidance and control than
previously realized.
The
similarities in definitions and concepts between
organizations and systems provides added insight into ways
to structure and guide organizations. Systems theory
provides managers with a way to understand the concepts of
differentiation, interdependence, structure, and
complexity. Awareness and understanding these principles
will help managers work more effectively with suppliers,
customers, and related departments and improve the ways they
guide their people, units, and organizations.
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