CMSCB3004 Systems, Cybernetics and Management

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CMSCB3004Systems, Cybernetics and Management

• Lecturer Andy Laws
• Location Room 603
• e-mail A.Laws_at_livjm.ac.uk
• Telephone [phone]

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What the module is about

• As the module title Systems, Cybernetics and
  Management suggests, there are three main
  elements covered in the module
• Systems - The application of Systems Theory in
  the form of Systems Thinking to organizational
  situations.
• Cybernetics - Specifically in the form of
  Managerial Cybernetics to provide an
  understanding of the communication and control
  processes required by any organization and hence
  an understanding of the Information Systems
  needed to support them.
• Management - Once we have these tools in place we
  can then say something meaningful about
  management, not only about organizational
  management but also about Information System
  Management.

• Systems Analysis - Applications of Hard Systems
  Thinking
• Systems Synthesis - Applications of Soft Systems
  Thinking

Systems Thinking
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Why this approach?

• To answer this we have to look at what management
  is about.
• the French management thinker Henri Fayol gave
  the following definition in 1916
• To manage is to forecast and plan, to organize,
  to command, to coordinate and to control.
• A convenient summary of management was published
  in 1937 by Luther Gulick, an American research
  worker in public administration. Gulick's view,
  slightly revised, is summarized by the acronym
  POSDCIR.

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POSDCIR

• Planning - Selecting objectives and means of
  accomplishing them.
• Organizing - Designing an intentional structure
  of rôles for people to fill.
• Staffing - Select, appraising and developing
  people to effectively fill organizational rôles.
• Directing - Managers have to explain to staff
  what is required and what their contribution is
  expected to be.
• Controlling - Measuring and correcting activities
  of people to ensure that plans are being
  accomplished.
• Innovating - We live in an era of continual
  change where it is essential for businesses and
  individuals to adapt. Part of this adaptation
  requires a willingness to innovate. Innovation in
  this context need not be particularly grand, e.g.
  no more than updating office technology or
  introducing new methods of working.
• Representing - Managers must represent their
  organization, their department, and sometimes
  their staff. For instance, a shop manageress has
  to represent her company when customers complain.

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The Problem with Management

• Management as an area of study is still
  relatively immature
• Koontz - American management theorist talked
  about the management theory jungle
• He identified 11 main Schools of thought on
  management
• Empirical or Case Approach
• Interpersonal Behaviour Approach
• Group Behaviour Approach
• Cooperative Social System Approach
• Sociotechnical Systems Approach
• Decision Theory Approach
• Systems Approach
• Management Science Approach
• Contingency Approach
• Managerial Rôles Approach
• Operational Theory Approach

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Finding our way through the Management Theory
Jungle

• Systems Theory underpins a good proportion of the
  various Management Schools of Thought.
• Coupling this with Hard Systems Thinking to
  produce Systems Thinking provides a powerful and
  comprehensive view from which to begin management
  studies.
• The managerial cybernetics of the Viable System
  Model is based on what has been described a
  fundamental Law of Management.
• Combined these appear to represent a sound
  foundation for on-going managerial experience.

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What Well be looking at

• Review of General Systems Theory and Systems
  Thinking.
• Fundamentals of Systems Dynamics.
• Development of Cybernetic Theory.
• The Viable System Model.
• Applications of Cybernetic Thinking (e.g. Quality
  Management).
• Learning Organisations.
• Second Order Cybernetics.
• Applications of Systemic Tools (e.g. Strategy,
  Structure, Procedures, Culture Leadership).

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Aims Outcomes of the Module

• Aims
• Understand appreciate the real-world
  manifestations of systemic/cybernetic principles.
• Appreciate the theory applications of
  systemic/cybernetic thinking to business
  situations in general.
• Acquire the methods techniques to make
  meaningful interventions in problematic
  managerial situations.
• Outcomes
• Apply appropriate problem solving techniques to
  business situations and derive meaningful
  solutions or improvements.
• Apply cybernetic principles to a business
  situation and derive meaningful diagnoses.
• Analyze an enterprise using the systemic tools
  discussed.

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Indicative References

• Checkland, P. (1981) Systems Thinking, Systems
  Practice. John Wiley Sons
• Beer, S. (1985) Diagnosing the System for
  Organisations. John Wiley Sons.
• Espejo, R. Harnden, R. Ed. (1989) The Viable
  System Model Interpretations and Applications of
  Stafford Beers VSM. John Wiley and Sons
• Cavaleri, S. Obloj, K. (1993) Management Systems
  - A Global Perspective. Wadsworth Publishing Co.
• Stacey, R.D.(1996) Strategic Management
  Organisational Dynamics 2nd Ed. Pitman Publishing
• Contemporary Journal Papers

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Assessment

• Examination 75
• Coursework 25