Human Systems Management - Volume 15, issue 1

Authors: Zeleny, Milan

Article Type: Editorial

DOI: 10.3233/HSM-1996-15101

Citation: Human Systems Management, vol. 15, no. 1, pp. 1-4, 1996

Article Type: Other

DOI: 10.3233/HSM-1996-15102

Citation: Human Systems Management, vol. 15, no. 1, pp. 5-8, 1996

Authors: Ronen, Boaz

Article Type: Research Article

Abstract: Most organizations today are not in need of reengineering their business or operating processes. They are more in need of reengineering their managerial orientation; introducing the right managerial approaches will lead to substantial improvement on the existing base. These organizations would be well advised to adopt a competitive strategy and operate on the basis of the three-stage model, with its promise of success at low risk and minimal investment. The small percentage of organizations (mostly large ones) at the point where their business strategy obliges reengineering focal processes or the business as a whole, would do well to first …change their managerial perception by taking a global perspective of the organization, focusing on the essential, and using simple tools. By adopting proven methods such as changing traditional cost accounting procedures and adopting global performance measures, Just In Time, the Theory Of Constraints, the Complete Kit concept, and improving quality, the organization will make short-term gains. In this way, those involved in simultaneously planning reengineering the organization, will be better acquainted with the processes, the market and the people performing the organizational functions. Show more

DOI: 10.3233/HSM-1996-15103

Citation: Human Systems Management, vol. 15, no. 1, pp. 9-15, 1996

Authors: Foss, Nicolai J.

Article Type: Research Article

Abstract: This explorative paper argues that the central problem of economic organization is adaptation to unforeseen contingencies. However, flexibility is a rather neglected issue in the theory of economic organization. This contrasts with much organization theory, in which the seeking and processing of information about the organization's key uncertainties is seen as a determinant of organizational form. The notion of incomplete contracts is argued to provide a means to bridging ideas from organizational economics and organization theory, particularly organizational learning. Incomplete contracts are not only important because they provide room for incentive problems, but more importantly because they allow firms to …exploit processes of organizational learning that must always involve some unforeseen contingencies. Firms are seen as efficient institutional responses to learning processes that involve strongly complementary problem-solving activities. Show more

Keywords: Theory of economic organization, incomplete firm contracts, organizational learning, existence of the firm

DOI: 10.3233/HSM-1996-15104

Citation: Human Systems Management, vol. 15, no. 1, pp. 17-26, 1996

Authors: Mathews, John

Article Type: Research Article

Abstract: The management of complexity is proving to be a major issue for organisations, as are problems of reliability and flexibility. It is widely agreed that these problems can be traced to organisational architectures emphasising centralisation and control. A solution to the problem of complexity lies then, not in developing more sophisticated approaches to the ‘management of complexity’, but in cutting back the complexity at source. A range of alternative architectures has emerged, in both industrial settings and in technological systems, where the emphasis is on building autonomy into nested sequences of operational entities; in these architectures, the achievement of system …order arises as an issue of coordination of these semi-autonomous entities rather than centralised control over the atomistic operations themselves. Examples of this solution are given in cellular manufacturing, robotic systems, software engineering (‘object-oriented programming’) and in communication systems. These solutions are generalised as ‘holonic organisational architecture’ (after Koestler's 1967 terminological innovation) and their general properties derived. Use is made of a triad of relations which arises naturally from the holonic perspective: there are first order relations pertaining to holons themselves; second order relations pertaining to inter-holonic integration at any particular level; and third order relations linking the total system to its holonic constituents. The dynamic properties of holonic systems are demonstrated, again using the triad of relations, such as in organisational learning and innovation. These insights are applied in some remarks concerning the prescriptive use of the holonic perspective, in the design of holonic systems. Finally the paper looks beyond techno-organisational constructs to find evidence of holonic architectures throughout the natural and biological world, adding further support to the resilience and robustness of this structure. Its significance as a comprehensive alternative to the still dominant hierarchical organisational architecture is thereby underlined. Show more

Keywords: Holonic systems, organisational architecture, cellular manufacturing, organisational learning, organisational design, sociotechnical systems, object-oriented programming, holonic robotic systems, heterarchical manufacturing systems, holism, evolution by association, hypercycles, endosymbiosis, artificial life

DOI: 10.3233/HSM-1996-15105

Citation: Human Systems Management, vol. 15, no. 1, pp. 27-54, 1996

Authors: Machado, Nora

Article Type: Research Article

Abstract: This paper conceptualizes complex organizations consisting of heterogeneous types of social relations and identifies the incongruences, cleavages, and tensions inherent in such systems. Social relationships, making up markets, hierarchies and networks are constituted and regulated on the basis of social rule systems. Each operates with its own rationality or logic. When these are combined or integrated into larger systems, the complex structure involves zones of incongruence and tensions at the interfaces between different types of relations. A key principle formulated in the paper is that in any complex system of heterogeneous social relationships, there are zones of incongruence and tension …at the junctures or interfaces of different types of relations. A complex medical organization, the organ transplantation system of Sweden, is used to illustrate the conceptualization. The organization of an organ transplantation system entails a high degree of complexity, not only because of its particular medical and non-medical technologies (including transport and communication systems), but also because the system consists of heterogeneous types of social relationships: administrative, professional, market and network-exchange relationships. These coordinate different parts of the system: each individual hospital, sets of hospitals within and outside Sweden, international organ exchange arrangements, physicians and other professional groups, relatives of deceased potential donors, and potential recipients, and so forth. The paper identifies (1) key social relationships in the OTS; (2) the basic characteristics of the relationships and some of their underlying rules; and (3) several zones of structural incongruence and tension in the organ transplantation system. Show more

Keywords: Complex, heterogeneous organization, zones of tension, incongruence, rules, rule system, organ transplantation

DOI: 10.3233/HSM-1996-15106

Citation: Human Systems Management, vol. 15, no. 1, pp. 55-70, 1996

Authors: Jacobson, Ralph

Article Type: Research Article

Abstract: Facilitators, leaders and trainers could use a framework to help employees comprehend the full range of responsibilities of being a member of a self-directed work team. This article describes a framework of five key team processes – plan, share, learn, administer, and produce – and defines the requirements for making each process successful. During the initial stages of a team's formation, it is critical that more time and attention be paid to the first four processes. As the members develop their team capabilities, they can devote more time to production. The article concludes with suggestions for implementing the five team …processes. Show more

Keywords: Team development, organization development, team leadership

DOI: 10.3233/HSM-1996-15107

Citation: Human Systems Management, vol. 15, no. 1, pp. 71-78, 1996

Authors: Hartz, Carol | Elrod, Robert

Article Type: Research Article

Abstract: Emotional factors may have a profound influence on the choices people make. A review of the literature suggests that under some conditions optimism may be a significant factor in the probabilistic assessment of risk. Existing rsearch primarily describes the relation of only cognitive factors to the calibration of probabilities. Scholars predict that the interaction of cognitive and emotional factors will be of increasing importance to future research. In a seminal essay, Kahneman and Lovallo [4] described the conflicting biases of unjustified optimism and unreasonable risk aversion as resulting in overly bold forecasts and timid choices. They asserted that people …and organizations often expose themselves to risk because they misjudge the probability of risk. Although unjustified optimism may be a cause of differences between subjective and objective probabilities, substantial quantitative proof has not been offered. This article has two purposes. The first is to review existing literature in optimism and calibration of probabilities. The second is to propose a second look at the assessment of probabilistic risk functions under the influence of optimism. Quantitative research in this area could enhance both the prediction of people's choices and the explanation of those choices. Show more

Keywords: Risk, optimism, calibration, probability, emotion

DOI: 10.3233/HSM-1996-15108

Citation: Human Systems Management, vol. 15, no. 1, pp. 79-83, 1996

Article Type: Book Review

DOI: 10.3233/HSM-1996-15109

Citation: Human Systems Management, vol. 15, no. 1, pp. 85-88, 1996

Article Type: Other

DOI: 10.3233/HSM-1996-15110

Citation: Human Systems Management, vol. 15, no. 1, pp. 89-92, 1996