Innovative thinking about a global world Thursday, August 7, Leaders within complex organizations Complex organizations depend on an extended group of leaders who have the responsibility of articulating and carrying out the missions of the organization. Leadership groups within complex organizations should be expected to be a factor that influences the performance of the organization, for better or worse. Here I am thinking of medium-sized organizations -- employees -- with some degree of functional specialization -- for example, a manufacturing company with divisions of manufacturing, marketing and sales, product design, finance and accounting, human resources, and government relations or a university with divisions of academic affairs, student recruitment, business and finance, student affairs, and external relations.
The systems paradigm should be viewed as a tool that leaders can use to design their organization's capability to: These three types of organizational processes are important in determining whether an organization can achieve strategic objectives in competitive environments.
A Leader's Strategic Analysis of the Environment InMonsanto's CEO Robert Shapiro's analysis of Monsanto's strategic environment surfaced the future need for the company to create low cost, environmentally friendly products. He announced that Monsanto would begin its transformation from the chemicals company ranked 4th in Fortune's domestic industry ranking and 18th in Fortune's global industry ranking into a life sciences enterprise devoted to improving human health by seeking synergies in biotech, pharmaceutical research, and food products.
Louis, Missouri, manufactures carbon fiber, a versatile, light and strong material with wide uses ranging from golf club shafts to the tail section of the Boeing jet liner.
Its chairman, Zsolt Rumy has the strategic goal of being the leader in the commercialization of low cost carbon fibers for non-aerospace applications. To achieve this objective, the firm is enacting its strategy in two ways.
First it has developed manufacturing process to drive down production costs. Second, it has established a series of strategic partnerships with companies such as B. Goodrich, General Motors, and Owens Corning for strategic positioning and growth in the marketplace.
Understanding complex organizations examples illustrate one of the key principles in the systems paradigm: It is important to establish a set of definitions of terms that are highly relevant to the systems paradigm in strategic decision making. Terms such as strategic, decision making processes, and systems are used in both every day conversation and in professional settings.
Consequently, each of these terms are subject to misinterpretation when used within specific discussions in this chapter. The term strategic has three components.
The first refers to the top level of the organization and the principal or principals who are ultimately responsible for the organization's actions and consequences of those actions.
The second and third components add temporal and risk dimensions to the decisions these principals are responsible for. Strategic outcomes are long term in nature and may not materialize for at least 10 years.
Moreover, strategic outcomes contribute directly to the survivability of the organization. Decision making also refers to the strategic decisions made by the principal or principals in an organization, as well as the collective information processes within organizations that precede, support, or follow those decisions.
These processes include, but are not limited to: Systems are composed of interrelated components such that the properties of both the system and its components are changed if the system is disassembled in any way Ashmos and Huber There are different levels of systems, ranging from the simple mechanical systems with predetermined, motions of levers and pulleys e.
The systems paradigm focuses on these processes that exist among system components, and between system components and the environment. These system components operate within an environment as shown on the next page figure. The cybernetic system has been used in a variety of disciplines as the general model of the systems paradigm.
Cybernetic systems are closed systems, largely unaffected by the environment where they reside. By its definition, a cybernetic system is an inappropriate representation of the complex processes that occur in organizations, and particularly the strategic decision making processes in organizations.
At the same time, many organizations confront environments that are unpredictable and complex. Organizational environments are multifaceted and can be categorized in the following way: The competitive tactics between firms in an industry or business.
Includes direct sales or companies that acquire another firm's customers through outputs for resale. The development of new production techniques and methods, innovation in materials and products, and general trends in research and science relevant to the organization The Regulatory Sector: Federal and state legislation and regulations, city or community policies, and political developments at all levels of government The Economic Sector: Factors such as stock markets, rate of inflation, foreign trade balance, federal and state budgets, interest rates, unemployment and economic growth rate The Sociocultural Sector: The social values of the general population, the work ethic, and demographic trends.There are a number of books that David has contributed to – with regard to the management of complex systems you might try Hollnagel’s test: being ‘in control’ of highly interdependent.
Understanding UNESCO: A Complex Organization with Many Parts and Many Actors Anthony Seeger Journal of Folklore Research, Volume 52, Numbers , May-December Change management is, therefore, a very broad field, and approaches to managing change vary widely, from organization to organization and from project to project.
Many organizations and consultants subscribe to formal change management methodologies. Are you the parent or teacher of a child with deaf-blindness or multiple disabilities?
Are you looking for a community of families and teachers such as yours? answers to how organizations need to address such complex situations (Clippinger, The Innovation Journal: The Public Sector Innovation Journal, Volume 13(3), , article 3.
The Innovation Journal: The Public Sector Innovation Journal, Volume 13(3), , article 3. Explain how the properties of life emerge from complex organization.
4. Describe seven emergent properties associated with life. The study of biology balances the reductionist strategy with the goal of understanding how the parts of cells, organisms, and populations are functionally integrated.
Chapter 1 Introduction: Themes in the.