Texts

System Thinking : Creative Holism for Managers

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Managers today are expected to cope with increasing complexity, change and diversity. Complexty stems from the nature of problems. They rarely present themselves individually, but come related to other problems, in richly interconnected problem situations that are appropriately described by Russ Ackoff as ‘messes’. As a result, once you examine them, problems seem to get bigger and to involve more issues and stakeholders. Change is a product of our era. Organizations, if they are to remain viable, have to respond adroitly to constant shifts in their environments. Customers change their preferences over shorter time spans. Competition can be global and is often fueled by the onward march of technological innovation. Governments impose new regulations. Transformation in society and in ways of thinking impose fresh responsiblilities on managers. In a world of complexity and change, managers are asked to tackle a much greater diversity of problems. They have to continue to ensure that organizational processes are efficient and that they are served by the latest developments in technology. But this is hardly enough to stay ahead of the game. Staff have to be inspired and the organization’s stock of knowledge captured and distributed, so that the organization learns faster than its competitors. This requires the putting in place of flexible structures as well as the demonstration of transformational leadership qualities. Changes in the law and in social expectations require managers to respond positively to climinate discrimination and to monitor the impact of their organization’s activities. Faced with increasing complexity, change and diversity, managers have incvitably sought the help of advisers, consultants and academics. So desperate have they become for enlightenment that they have elevated a number of those to the status of management gurus. Too often, however, managers have been paddled panaceas in the form of the latest management fad. We are now awash with quick-fix solutions such as :
-scenario planning:
-benchmarking:
-rightsizing:
-value chain analysis:
-continuous improvement:
-total quality management:
-learning organizations:
-process re-engineering:
-knowledge management:
-balanced scorecard:
-customers relationship management:
Unfortunately, as so many managers have discovered to the cost of themselves and their organizations, these relatively simple solutions rarely work in the face of significant complexity, change and diversity.

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Ketersediaan

20190208

153.42 JAC s 2003 k.1

Fadel Muhammad Resource Center (Karya Umum)

Tersedia

Informasi Detail

Judul Seri

-

No. Panggil

153.42 JAC s 2003

Penerbit

United Kingdom : University of Hull., 2003

Deskripsi Fisik

xix,329 halaman : - : 24 cm

Bahasa

ISBN/ISSN

0-470-84522-8

Klasifikasi

153.42

Tipe Isi

text

Tipe Media

unmediated

Tipe Pembawa

volume

Edisi

-

Subjek

Systems Thinking

Info Detail Spesifik

-

Pernyataan Tanggungjawab

Michael C. Jackson

Versi lain/terkait

Lampiran Berkas

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