By José Pérez Ríos (auth.)
How can agencies and their managers face the great complexity of the present setting? How can their compliance with the necessities of sustainability be evaluated? and the way can new firms be dependent to make sure their viability? This ebook addresses those questions in a really functional means, basically combining platforms conception with cybernetics to aid managers to guage and form agencies via making available the wealth of data contained in those fields. Importantly, it additionally presents directions for its sensible application.
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Additional info for Design and Diagnosis for Sustainable Organizations: The Viable System Method
Sample text
In spite of the whole complexity of the control system, the informatics system was organised so as to decentralise authority. After the work undertaken in Chile during the years 1971–1973, Dr. Beer was sought after by a multitude of organizations and institutions in several countries. One of these was Canada, where as a consequence of intense activity for various organisations and governmental departments, the Canadian Broadcasting Corporation invited him to give the 1973 Massey Lectures. These were a series of talks broadcast on the radio each year to the whole country, and were given by an important person in the world of science or culture.
2, which looks at the design and diagnosis of organisations, we will see how this structural conception is employed. In the following section we will examine the content of each of these functions or systems – Beer’s Systems 1, 2, 3, 4 and 5 – which every viable organisation must possess. Given that the conception of the VSM is recursive, we can focus our attention on any of the many levels contained in the global organisation we are studying. The organisation corresponding to the level with which we are concerned, either within the chain of organizations or within organisations, is called, as I have said, the system in focus or organisation in focus, by that we mean the object of our analysis.
29). System 3 may be considered the “Operational Management” of the organisation. It is the one that is concerned with daily operations. We may summarize its activity by saying that it is concerned with the organisation’s “here” and “now”. It has to ensure that the operational units (making up System 1) are producing and supplying the market (or its clients/addressees in general) with the products or services that the organisation (and each of its elementary operational units) is supposed to deliver, whilst endeavouring to optimise the use of resources, in other words, achieve the highest possible levels of efficiency and efficacy.
