Introduction…………………………………………………………………………………2

1. The concept of a systematic approach, its main features and principles ……………….2

2. Organizational system : main elements and types…………………………3

3. Systems theory ………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

• Basic concepts and characteristics of general systems theory

Example: a bank from a systems theory point of view

4. The value of a systematic approach to management …………………………………………...7 Introduction

As the Industrial Revolution unfolded, the growth of large organizational forms of business spurred new ideas about how businesses function and how they should be managed. Today there is a developed theory that gives directions for achieving effective management. The first emerging theory is usually called the classical school of management, there is also a school social relations, theory of a systematic approach to organizations, probability theory, etc.

In my report, I want to talk about the theory of a systematic approach to organizations as ideas for achieving effective management.

1. The concept of a systematic approach, its main features and principles

In our time, an unprecedented progress in knowledge is taking place, which, on the one hand, has led to the discovery and accumulation of many new facts, information from various areas of life, and thus confronted humanity with the need to systematize them, to find the general in the particular, the constant in the changing. There is no unambiguous concept of a system. In the most general view A system is understood as a set of interrelated elements that form a certain integrity, a certain unity.

The study of objects and phenomena as systems caused the formation of a new approach in science - a systematic approach.

Systems approach as a general methodological principle is used in various industries science and human activity. The epistemological basis (epistemology is a branch of philosophy, studying forms and methods scientific knowledge) is a general systems theory, the beginning of the cat. put by the Australian biologist L. Bertalanffy. In the early 1920s, the young biologist Ludwig von Bertalanffy began to study organisms as certain systems, summarizing his view in the book Modern Theory of Development (1929). In this book, he developed a systematic approach to the study of biological organisms. In the book "Robots, people and consciousness" (1967), he transferred the general theory of systems to the analysis of processes and phenomena. public life. 1969 - "General Systems Theory". Bertalanffy turns his systems theory into a general disciplinary science. He saw the purpose of this science in the search for the structural similarity of the laws established in various disciplines, based on the cat. system-wide patterns can be deduced.

Let's define traits systems approach:

1. Syst. approach - a form of methodological knowledge, connected. with the study and creation of objects as systems, and applies only to systems.

2. Hierarchy of knowledge, requiring a multi-level study of the subject: the study of the subject itself - "own" level; the study of the same subject as an element of a wider system - a "superior" level; the study of this subject in relation to the elements that make up this subject is a “subordinate” level.

3. The system approach requires considering the problem not in isolation, but in the unity of relations with the environment, to comprehend the essence of each connection and individual element, to make associations between general and particular goals.

In view of what has been said, we define the concept of a systematic approach:

Syst. an approach- this is an approach to the study of an object (problem, phenomenon, process) as a system, in a cat. the elements, internal and external relations, which most significantly affect the results of its functioning under study, and the goals of each of the elements, based on the general purpose of the object, are highlighted.

It can also be said that the systems approach - this is such a direction of the methodology of scientific knowledge and practical activity, which is based on the study of any object as a complex integral socio-economic system.

Let's turn to history.

Before becoming at the beginning of the XX century. management science rulers, ministers, commanders, builders, making decisions were guided by intuition, experience, traditions. Acting in specific situations, they sought to find the best solutions. Depending on experience and talent, the manager could expand the spatial and temporal boundaries of the situation and spontaneously comprehend his object of management more or less systematically. However, until the 20th century management was dominated by a situational approach, or management by circumstances. The defining principle of this approach is the adequacy of the managerial decision regarding specific situation. Adequate in this situation is the decision that is the best in terms of changing the situation, immediately after the appropriate managerial impact has been exerted on it.

Thus, a situational approach is an orientation towards the nearest positive result ("and then we'll see..."). It is thought that "next" will again be the search for the best solution in the situation that arises. But the solution is this moment the best may turn out to be completely different as soon as the situation changes or unaccounted for circumstances are revealed in it.

The desire to respond to each new turn or turn (change in vision) of the situation in an adequate way leads to the fact that the manager is forced to make more and more new decisions that run counter to the previous ones. He actually ceases to control events, but swims with their flow.

This does not mean that ad hoc management is ineffective in principle. A situational approach to decision-making is necessary and justified when the situation itself is extraordinary and the use of previous experience is obviously risky, when the situation changes quickly and in an unpredictable way, when there is no time to take into account all the circumstances. So, for example, rescuers of the Ministry of Emergency Situations often have to look for the best solution precisely within the framework of a specific situation. Nevertheless, in the general case, the situational approach is not effective enough and must be overcome, replaced or supplemented by a systematic approach.

1. Integrity, allowing to consider at the same time the system as a whole and at the same time as a subsystem for higher levels.

2. hierarchical structure, those. the presence of a set (at least two) elements located on the basis of the subordination of elements of the lower level - elements top level. The implementation of this principle is clearly visible in the example of any particular organization. As you know, any organization is an interaction of two subsystems: managing and managed. One is subordinate to the other.

3. Structurization, allowing to analyze the elements of the system and their interrelationships within a specific organizational structure. As a rule, the process of functioning of the system is determined not so much by the properties of its individual elements, how many properties of the structure itself.

4. multiplicity, allowing the use of many cybernetic, economic and mathematical models to describe individual elements and the system as a whole.

2. Organizational system: main elements and types

Any organization is considered as an organizational and economic system that has inputs and outputs and a certain number of external links. The term "organization" should be defined. There have been various attempts throughout history to identify this concept.

1. The first attempt was based on the idea of ​​expediency. Organization is an expedient arrangement of parts of the whole, which has a specific purpose.

2. Organization - a social mechanism for the implementation of goals (organizational, group, individual).

3. Organization - harmony, or correspondence, of parts between themselves and the whole. Any system develops on the basis of the struggle of opposites.

4. Organization - a whole that is not reduced to a simple arithmetic sum its constituent elements. This is a whole that is always greater or less than the sum of its parts (it all depends on the effectiveness of the connections).

5. Chester Bernard (in the West is considered one of the founders of modern theory management: when people come together and officially decide to join forces to achieve common goals, they create an organization.

It was a retrospective. Today, an organization can be defined as a social community that brings together a number of individuals to achieve a common goal, which (individuals) act on the basis of certain procedures and rules.

Based on the previously given definition of the system, we define the organizational system.

Organizational system- this is a certain set of internally interconnected parts of the organization, forming a certain integrity.

The main elements of the organizational system (and hence the objects organizational management) are:

· production

marketing and sales

finance

information

Personnel, human resources - have a system-forming quality, the efficiency of the use of all other resources depends on them.

These elements are the main objects of organizational management. But the organizational system has another side:

People. The manager's job is to facilitate coordination and integration human activity.

Goals and tasks. Organizational goal - yes ideal project the future state of the organization. This goal contributes to the unification of the efforts of people and their resources. Goals are formed on the basis of common interests, therefore organization is a tool to achieve goals.

Organizational structure. A structure is a way of organizing the elements of a system. Organizational structure is a way of connecting various parts of an organization into a certain integrity (the main types of organizational structure are hierarchical, matrix, entrepreneurial, mixed, etc.). When we design and maintain these structures, we manage.

Specialization and separation labor. It is also a control object. Crushing complex production processes, operations and tasks into components that involve the specialization of human labor.

Organizational power- this is the right, ability (knowledge + skills) and willingness (will) of the leader to pursue his line in the preparation, adoption and implementation management decisions. Each of these components is necessary for the exercise of power. Power is interaction. A powerless and inefficient manager cannot organize the function of coordinating and integrating people's activities. Organizational power is not only a subject, but also an object of management.

Organizational culture- the system of traditions, beliefs, values, symbols, rituals, myths, norms of communication between people inherent in the organization. Organizational culture gives the organization its own identity. Most importantly, it brings people together, creates organizational integrity.

Organizational borders- these are material and non-material constraints that fix the isolation of this organization from other objects located in the external environment of the organization. The manager must have the ability to expand (in moderation) the boundaries of his own organization. In moderation means taking only what you can keep. To manage boundaries means to delineate them in time.

Organizational systems can be divided into closed and open:

Closed An organizational system is one that has no connection with its own external environment(i.e., it does not exchange products, services, goods, etc. with the external environment). An example is subsistence farming.

open the organizational system has connections with the external environment, i.e., other organizations, institutions that have connections with the external environment.

Thus, the organization as a system is a set of interrelated elements that form integrity (ie, internal unity, continuity, interconnection). Any organization is an open system, because interacts with the external environment. She gets out environment resources in the form of capital, raw materials, energy, information, people, equipment, etc., which become elements of its internal environment. Part of the resources with the help of certain technologies is processed, converted into products and services, which are then transferred to the external environment.

3. Systems theory

Let me remind you that systems theory was developed by Ludwig von Bertalanffy in the 20th century. Systems theory deals with the analysis, design and operation of systems - independent business units that are formed by interacting, interconnected and interdependent parts. It is clear that any organizational form business meets these criteria and can be studied using the concepts and tools of systems theory.

Any enterprise is a system that turns a set of resources invested in production - costs (raw materials, machines, people) - into goods and services. It functions within a larger system - a foreign policy, economic, social and technical environment in which it constantly enters into complex interactions. It includes a series of subsystems that are also interconnected and interact. Disruption of functioning in one part of the system causes difficulties in other parts of it. For example, a large bank is a system that operates within a wider environment, interacts with and is associated with it, and is also affected by it. Departments and branches of the bank are subsystems that must interact without conflict in order for the bank as a whole to work effectively. If something breaks in a subsystem, it will eventually (if left unchecked) affect the efficiency of the bank as a whole.

Basic concepts and characteristics of general systems theory:

1. System Components(elements, subsystems). Any system, regardless of openness, is defined through its composition. These components and the connections between them create the properties of the system, its essential characteristics.

2. System boundaries- This different kind material and non-material constraints that distance the system from the external environment. From the point of view of the general theory of systems, each system is a part of a larger system (which is called a supersystem, supersystem, supersystem). In turn, each system consists of two or more subsystems.

3. Synergy(from the Greek - acting together). This concept is used to describe phenomena in which the whole is always greater or less than the sum of the parts that make up this whole. The system functions until the relations between the components of the system become antagonistic.

4. Input - Transform - Output. The organizational system in dynamics is represented as three processes. Their interaction gives a cycle of events. Any open system has an event loop. With a systematic approach, it is important to study the characteristics of an organization as a system, i.e. characteristics of "input", "process" ("transformation") and characteristics of "output". With a systematic approach based on marketing research, first the "exit" options, those. goods or services, namely what to produce, with what quality indicators, at what cost, for whom, in what time frame to sell and at what price. The answers to these questions should be clear and timely. At the “output”, as a result, there should be competitive products or services. Then determine "login" options, those. the need for resources (material, financial, labor and information) is investigated, which is determined after a detailed study of the organizational and technical level of the system under consideration (the level of technology, technology, features of the organization of production, labor and management) and the parameters of the external environment (economic, geopolitical, social, environmental and etc.). Last but not least, research "process" parameters, which converts resources into finished products. At this stage, depending on the object of study, production technology, or management technology, as well as factors and ways to improve it.

5. Life cycle. Any open system has a life cycle:

occurrenceÞ becomingÞ operationÞ crisisÞ collapse

6. Backbone element- an element of the system, on which the functioning of all other elements and the viability of the system as a whole depend to a decisive extent.

Characteristics of open organizational systems

1. Having an event loop.

2. Negative entropy(negoentropy, antientropy)

a) entropy in general systems theory refers to the general tendency of an organization to die;

b) an open organizational system, due to the ability to borrow the necessary resources from the external environment, can counteract this trend. This ability is called negative entropy;

c) an open organizational system exhibits a capacity for negative entropy, and due to this, some of them live for centuries;

d) for commercial organization The main criterion for negative entropy is its sustainable profitability over a significant time interval.

3. Feedback. Feedback is understood as information that is generated, collected, used by an open system for monitoring, evaluating, controlling and correcting one's own activities. Feedback allows the organization to receive information about possible or real deviations from the intended goal and make timely changes in the process of its development. Absence feedback leads to pathology, crisis and the collapse of the organization. The people in the organization who collect and analyze information, interpret it, and systematize the flow of information have tremendous power.

4. Open organizational systems are inherent dynamic homeostasis. All living organisms show a tendency towards internal balance and balance. The process of maintaining a balanced state by the organization itself is called dynamic homeostasis.

5. Open organizational systems characterized differentiation- a trend towards growth, specialization and division of functions between the various components that form this system. Differentiation is the system's response to a change in the external environment.

6. equifinality. Open organizational systems are capable, unlike closed systems, of achieving their goals in different ways, moving towards these goals from different starting conditions. There is not and cannot be a single and best method goal achievement. The goal can always be reached different ways, and you can move to it with different speeds.

Let me give you an example: consider a bank from the point of view of systems theory.

An examination of the bank from a systems theory perspective would begin by refining the goals to help understand the nature of the decisions that need to be made in order to achieve those goals. It would be necessary to examine the external environment in order to understand the ways in which the bank interacts with its wider environment.

The researcher would then turn to the internal environment. To try to understand the main subsystems of the bank, interactions and relationships with the system as a whole, the analyst would analyze the paths of decision-making, the most important information necessary for making them, as well as the communication channels through which this information is transmitted.

Decision making, information system, communication channels are especially important for the systems analyst, because if they function poorly, the bank will be in a difficult position. In each area, a systematic approach has led to the emergence of new useful concepts and techniques.

Making decisions

Information systems

Communication channels

Fig. 1 Systems theory - basic elements

Making decisions

In the field of decision making, systems thinking has contributed to the classification various types solutions. The concepts of certainty, risk and uncertainty have been developed. Logical approaches have been introduced to the adoption difficult decisions(many of which had a mathematical basis), which was of great help to managers in improving the process and quality of decision making.

Information systems

The nature of the information at the disposal of the decision maker has an important influence on the quality of the decision itself, and it is not surprising that much attention has been paid to this issue. Those who develop management information systems try to give the right information to the right person at the right time. To do this, they need to know what decision will be made, when information will be provided, and how soon this information will arrive (if speed is an important decision-making element). Providing relevant information that improves the quality of decisions (and eliminates unnecessary information that simply increases costs) is a very significant circumstance.

Communication channels

Channels of communication in an organization are important elements in the decision-making process as they convey the required information. Systems analysts gave a lot useful examples deep understanding of the process of interconnection between organizations. Significant progress has been made in studying and solving the problems of "noise" and interference in communications, the problems of transition from one system or subsystem to another.

4. The value of a systematic approach to management

The value of a systems approach is that managers can more easily align their specific work with that of the organization as a whole if they understand the system and their role in it. This is especially important for CEO because the systems approach encourages him to maintain the necessary balance between the needs of individual units and the goals of the entire organization. It makes him think about the flow of information going through the whole system and also emphasizes the importance of communication. A systems approach helps to identify the reasons for making ineffective decisions, it also provides tools and techniques for improving planning and control.

A modern leader must have systems thinking, because:

The manager must perceive, process and systematize a huge amount of information and knowledge that are necessary for making managerial decisions;

The manager needs a systematic methodology, with the help of which he could correlate one direction of his organization's activity with another, and prevent quasi-optimization of managerial decisions;

The manager must see the forest behind the trees, the general behind the private, rise above everyday life and realize what place his organization occupies in the external environment, how it interacts with another, larger system, of which it is a part;

A systematic approach to management allows the manager to more productively implement his main functions: forecasting, planning, organization, leadership, control.

Systems thinking not only contributed to the development of new ideas about the organization (in particular, Special attention paid attention to the integrated nature of the enterprise, as well as the paramount importance and importance of information systems), but also ensured the development of useful mathematical tools and techniques that greatly facilitate managerial decision-making, the use of more advanced planning and control systems. Thus, a systematic approach allows us to comprehensively evaluate any production and economic activity and the activity of the management system at the level of specific characteristics. This will help to analyze any situation within a single system, to identify the nature of the input, process and output problems. The application of a systematic approach allows the best way to organize the decision-making process at all levels in the management system.

Despite all positive results, systems thinking has still not fulfilled its most important purpose. The claim that it will allow the application of modern scientific methods to management has not yet been realized. This is partly because large-scale systems are very complex. It is not easy to grasp the many ways in which the external environment influences the internal organization. The interaction of many subsystems within the enterprise is not fully understood. The boundaries of systems are very difficult to establish, too broad a definition will lead to the accumulation of costly and unusable data, and too narrow - to a partial solution of problems. It will not be easy to formulate the questions that will arise before the enterprise, to determine with accuracy the information needed in the future. Even if the best and most logical solution is found, it may not be feasible. Nevertheless, a systematic approach provides an opportunity to better understand how the enterprise works.

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Presentation on the topic: System approach to management

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System approach to managementApproach to management as a system Systems are more than just a concept. These are: a way of intellectual life; attitude; the concept of the nature of reality and how to explore it. "Traditional" thinking: Analysis → Synthesis Systemic thinking: Synthesis → Analysis

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Basic systemic concepts System (Greek) - a whole made up of parts; some set of elements combined to achieve a goal. An element is the smallest link in the system structure, internal structure which is not considered at the selected level of analysis. Relationships are what connects the elements and properties of the system into a whole. System structure is a set of elements and relationships between them that determine the organization of an object as an integral system.

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Basic system concepts Subsystem - a system included in the system under consideration. Supersystem - a system that includes the system under consideration. The external environment of the system - a system consisting of elements that do not belong to the system under consideration. elements of the system to which input actions are applied or to which input signals are received. System outputs are elements of the system that carry out an action or transmit a signal to another system.

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The most important properties systems 1. The relationship between the environment and the system.2. Integrity. "The whole, conceivable as a lot" The primacy of the whole: it is not the elements that make up the whole, but, on the contrary, the whole generates elements during its division. The role of the elements is to ensure the functioning of the whole. Each element can be considered only in its connection with other elements. The functioning of the system cannot be reduced to the functioning of individual elements.3. Purposefulness - the system has goals for its development and moves towards achieving these goals.4. Information content. For the functioning of the system, it is necessary to have communication channels and their fullness with signals.

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The most important properties of systems 5. Non-additivity - the system is not equal to the sum of the subsystems included in it. n nС ≠ Σ PSi or С = Σ PSi + Δ , i=1 i=16. Isolation - relative isolation, autonomy of systems (the presence of a border). 7. Stability - the ability of the system to fend off the action of external influences and persist (deviations in the small) .8. Uncertainty. 8.1 Fundamental uncertainty 8.2 Incomplete observability.9. Emergence - the target functions of individual subsystems, as a rule, do not coincide with the target function of the system itself.

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The most important properties of systems 10 Synergy is the unidirectional action in the system that leads to the strengthening (multiplication) of the final result.11. Infinity is the impossibility of complete knowledge and comprehensive representation of systems by a finite set of descriptions.12. Hierarchy (nesting).13. Continuity of operation - the system exists while it is functioning.14. The ability for self-development is the complication of the system, the increase in its internal diversity. The source of self-development is a continuous process of emergence and resolution of contradictions.15. Manageability is the conscious organization of the purposeful functioning of the system and its elements.16. Compatibility - all elements must have the property of "affinity", mutual adaptability, mutual adaptability.

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Conclusions: If each separately considered part of the system is made to work with maximum efficiency, the system as a whole will not function as efficiently as possible. The efficiency of the system depends not so much on the work of the elements separately, but on their interactions. The sum of the best solutions for individual parts , will not be the best solution for the whole.

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Laws of systems development (according to G.S. Altshuller) 1. Laws of statics. They determine the beginning of the life of systems that arise as a whole through synthesis from parts. 1.1 The law of the completeness of parts of the system. Necessary condition the viability of the system is the presence and minimum performance of its main parts.1.2 The law of the conductivity of the system. A necessary condition for the viability of the system is the through passage of costs and results in all its parts. 1.3 The law of harmonization of the rhythm of the parts of the system. A necessary condition for the viability of the system is the coordination of the rhythm of all its parts.

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Laws of development of systems (according to G.S. Altshuller) 2. Laws of kinematics. Determine the development of systems regardless of specific economic, physical and other factors.2.1 The law of increasing the degree of ideality of systems. The development of all systems goes in the direction of increasing the degree of ideality, i.e. improvement of the system is manifested in the constant reduction of costs per unit of useful effect. An ideal system is one that does not exist, but its functions are performed. 2.2 The law of uneven development of parts of the system. The development of parts of the system is uneven; how harder system, the more uneven is the development of its parts.2.3 The law of transition to the supersystem. Having exhausted the possibilities of development, the system is included in the supersystem as part of it; the development proceeds at the level of the supersystem.

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Laws of development of systems (according to G.S. Altshuller) 3. Laws of dynamics. They characterize the development of systems under the influence of specific technical, physical, organizational, economic and other factors. 3.1 The law of transition to the microlevel. The development of the main elements of the system goes first at the macro and then at the micro levels. This means that at first the main issues of the development of the organization are resolved at the upper levels of management, and then partially transferred to lower levels. 3.2 The law of increasing the degree of entrepreneurship. The development of systems goes in the direction of increasing their enterprise, i.e. non-independent or slightly independent systems become more independent with a more pronounced individuality.

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Types of systems and models 1. Deterministic - systems and models that are neither as a whole nor their parts are purposeful (for example, a mechanism, a plant ...). Usage example: Corporation - Mechanism2. Animated (animated) - systems and models that, as a whole, pursue some goals, and their parts are non-purposeful (for example, animals (including people)). Example of use: Corporation - Organism3. Social (public) - systems and models in which both their parts and they as a whole are purposeful (for example, a corporation, a nation ...). Example of use: Corporation - Union of individuals

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Some laws of systems ("for business") S. Beer's law: improving the operation of individual elements does not lead to an improvement in the functioning of the system as a whole. The golden rule of management: "Do not repair what works well" ("The best enemy to the good"). Law background Bertalanffy (s-n of equifinality) - a certain final state of an open system does not depend on its initial state and is determined by the features of the processes occurring inside and the nature of its interaction with the environment. (“We are born equal, but not the same.” In the same family, a saint and a robber can grow up.) For open systems, there is always not one, but many ways to achieve the same result. Conclusions: there are always several options for the correct solution; the task of the manager is not to come up with something new, but to imagine enough in full all solutions and choose the most suitable one; the shortest solution path is not always the fastest; the quickest result is not always the most effective.

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Some laws of systems ("for business") The law of necessary diversity (R. Ashby's principle) - only diversity can absorb diversity. The meaning is that in order to maintain the system in a controlled state, it is necessary that in the event of any external influence that can bring the system out of balance, there would be a reaction that returns the system to the desired state. The trap is the norms of responding to positive influences. (The Russian mentality is that no one expects good things, so our families and organizations are more likely to disintegrate in a situation of well-being, prosperity and success than due to fire, inflation, illness). Rules: identify the maximum set of external and internal factors of influence (“What if? ...”); develop a response technology.

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Question about the boundaries of the system ☻ closed systems- strive to minimize interaction with the environment, limit their inputs and outputs to the limit, make them as controlled as possible. "-" - lack of the required information (and other resources) → the need to "have everything inside" → growth and complication of the system → loss of control → death.☺ open systems- wide contact with the environment, maximum consideration of the needs of the environment "-" - the danger of dissolution in the environment (in other systems), loss of integrity → death. Image - a ship in open ocean. There is a given direction and changing environmental conditions (wind, currents, reefs…). Options: strict adherence to a given direction, fight against the elements - all resources can be spent on this fight, the crew will forget about the purpose of the trip (closed system); refusal to fight against the elements, following the will of the waves - we will move on tacks, sometimes in the opposite direction, we may end up on reefs (open system). Exit → MEASURE.

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Name: Organization Theory. Systems Approach: Textbook
Author: Istomin E.P., Sokolov A.G.
publishing house: Andreevsky Publishing House
Year: 2009
ISBN: 978-5-902894-20-9
Pages: 315
Language: Russian
Quality: scanned pages
Format: pdf
The size: 72.4 MB

The textbook reveals the issues of studying the organization as a complex social entity - a socio-economic system with an ordered internal structure, a variety of connections between elements, including human relations, requiring some specific methods and approaches. The organization is considered and researched using systemic, structural, functional, process, behavioral, informational and situational approaches.
The textbook was developed taking into account the requirements of state educational standards and is intended for students of higher educational institutions economic and non-economic specialties, can be used as methodological material in the preparation, retraining and advanced training of personnel in the field of management, as well as in scientific and practical activities.

CONTENT
INTRODUCTION
1. FOUNDATIONS OF THE THEORY OF ORGANIZATION. ORGANIZATION - SOCIO-ECONOMIC SYSTEM
1.1. General concepts systems theory
1.2. Organizations as a system
1.3. Theory of organization in the system of sciences
1.4. The evolution of views on the organization
2. STRUCTURAL APPROACH TO ORGANIZATION
2.1. Organization complexity
2.2 Formalization
2.3. The ratio of "centralization / decentralization"
2.4. The main types of organizational structures
3. FUNCTIONAL APPROACH
3.1. Decision making in organizations
3.2. Coordination
3.3. Organizational communications
3.4. Organizational efficiency
4. PROCESSES IN THE ORGANIZATION
4.1. The main and supporting activities of the company
4.2. Rules for the allocation of processes in the organization
4.3. Business process management system
4.4. Modern methods for describing business processes
4.5. Reengineering
5. BEHAVIORAL APPROACH TO ORGANIZATION
5.1. Head - manager leader
5.2. Organizational culture
5.3. Intergroup relations in the organization
5.4. Trust in organizations
6. SITUATIONAL APPROACH TO ORGANIZATION
6.1. Diagnostics and situation analysis
6.2. Models of the situational approach to organization
6.3. Forms of organization in Russia
6.4. Organization Integration
6.5. Organizational change and development
7 INFORMATIONAL APPROACH TO ORGANIZATION
7.1. Impact of information systems on the organization
7.2. Information in the organization
7.3. Creation and implementation of information systems
7.4. The role of information systems in the activities of organizations
7.5. E-business and e-commerce
CONCLUSION
WORKSHOP ON ORGANIZATION THEORY
P1. General recommendations course study
P2. Guidelines
P3. Practice Topics
P4. Materials for implementation in the learning process
LIST OF USED SOURCES

Through a system of connections, they influence the state of others, so maintaining balance and harmony between them is the main task of management. 2. The modern idea of ​​a systematic approach So, a systematic approach to management is based on the fact that any organization is a system consisting of parts, each of which has its own own goals. ...

to management; 2. substantiation of factors and conditions for the effective functioning of a systematic approach; 3. Development of scientific and practical recommendations. object term paper is an organization, the subject is a systematic approach to managing an organization. The methodological base was the works of domestic and foreign experts in the field of management, such as M. Kh. Meskon, M. ...

... "Minskmebel" has passed, and today in the conditions of competitive struggle skillful advertising and constant serious marketing researches of the market become the main ones. 3. Development of a systematic approach in the management of Minskmebel LLC Application of a systematic approach in management allows us to see the organization in the unity of its constituent parts, which are inextricably linked with the external environment. At the same time, it is necessary...

It appeared in American psychology at the beginning of the 20th century. and became the subject of attention of managers, who were especially interested in the reaction of workers to various incentives to work. From the second half of the 30s. the school of human relations was supplemented by behavioral concepts. The American scientists Abraham Maslow (1908-1970) and Douglas McGregor (1906-1964) contributed to the development of this concept. A. Maslow...

Author: Uemov A.I.
Name
publishing house: Thought
Year: 1978
Format: DJVU
Pages: 272
The size: 3.4 MB
Language: Russian
Quality: Excellent, 600dpi, text layer, color covers and b/w illustrations

The monograph deals with the philosophical problems of system research, the importance of the system approach for studying complex phenomena of reality, for practice, one of the variants of system construction is presented - the so-called parametric theory of systems. The method of constructing such a theory is based on the application of the provisions of materialistic dialectics, in particular the method of ascent from the abstract to the concrete. The paper provides an analysis of the fundamental concepts of this approach, the concept of a system and its main regularities, system parameters and properties; a special formal language system research, with the help of which the main provisions of the theory are formulated.

Content:
Preface 3
Chapter I. MATERIALISTIC DIALECTICS AND SYSTEM APPROACH TO RESEARCH 7
1. The principle of interconnection as a methodological basis for a systematic approach 7
2. System approach and modern science 23
3. Systems approach and systems theory 37
Chapter II. CATEGORIAL APPARATUS OF GENERAL SYSTEMS THEORY 58
1. On the problem of the categorical basis of the language of the systems approach 58
2. Categorical bases of the language of the systems approach 70
3. Formal definitions of the categories "thing", "property", "relationship" 79
4. Well-formed formulas of the language of ternary description 89
Chapter III. CONCEPT OF THE SYSTEM 98
1. Methods for refining the concept of a system 98
2. Analysis existing definitions system concepts 103
3. Relational generalization of the definitions of the concept of a system 118
4. Concept, structure and substratum of the system 126
5. Metatheoretical study of the definition of the concept "system" 130
Chapter IV. SYSTEM-WIDE SETTINGS 141
1. Ways of constructing a general theory of systems 141
2. Relational system-wide parameters 145
3. Attribute system parameters 150
Chapter V
1. Determining the value of attribute system parameters on specific objects 177
2. Establishing a connection between the values ​​of attributive binary system parameters using a computer 180
Chapter VI. ELEMENTS OF A DEDUCTIONAL GENERAL SYSTEMS THEORY 188
1. The Significance of Deductive Systems Theory 188
2. Operations and rules of inference in the language of ternary description 191
Chapter VII. SIMPLICITY AND COMPLEXITY OF SYSTEMS AS A LINEAR SYSTEM PARAMETER 199
1. Problems of measuring "simplicity - complexity" 199
2. Measure of complexity according to N. Goodman 202
3. Entropy measure of substratum-structural complexity 204
Chapter VIII. SOME PROBLEMS OF THE SYSTEM (PARAMETER DESCRIPTION AND EXPLANATION IN THE NATIONAL ECONOMY AND SCIENCE 208
1. Dual definitions of the concept of system and analysis of structure automated systems enterprise management 208
2. Revealing the logical structure of a sentence using a formalized system description language 210
3. System-parametric description of national economic complexes 217
4. General system regularities and problems of determining the direction of time 225
Chapter IX. APPLICATION OF GENERAL SYSTEMS THEORY TO OPTIMIZATION PROBLEMS 232
1. Correspondence between explicit and latent structures of the system as a condition for its optimal functioning 232
2. System-theoretic aspects of protection and rational use environment 234
3. System approach and the problem of the rhythm of life 243
4. Using General Systems Theory to Choose Ways to Study foreign languages 248
5. The "simplicity-complexity" parameter and the problem of the truth of theoretical systems 260
Conclusion 270
CONTENTS 271