Socio-Technical Systems and Organizational Values

Napoleon Hill Law Of Success Pdf - Socio-Technical Systems and Organizational Values

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Modern organizations define themselves using statements of vision. They state their vision in terms of human resources and technology, a socio-technical view. Contemporary organizations also define themselves in terms of values. New employees entering the assosication learn the value theory from employees with longevity in it. How organizations concentrate socio-technical systems as a reinforcement tool of their value theory is the focus of this paper.

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Values

In business, small and large, values decide procedure the business sets for itself. Yukl (2006) defines values as key statements of an organization. The value statement is ideological, what the assosication considers important. Many values find their way into organizations including buyer service, innovation, pleasure of internal and external constituents, and excellence. Yulk’s view of values suggests something deeper. Organizational values and value creation are the soul of competing edge, competing advantage.

Hill and Jones (1998) write of management values as statements of how managers will escort themselves and how they will do business. Managers in high performing businesses escort themselves with stakeholders in mind. Winston (2002) suggests that high performing leaders accept the values of the assosication as being of higher consequence and importance.

Systems

Values of an assosication (customer service, innovation, satisfaction) imply an assosication is a system. Senge (1990) tells us that organizations are organic systems of interconnected and interrelated sub-groups. This suggests more than brick and mortar structures, it suggests organizations of people, technology, and group interaction. Technology, according to Davis (1996), is a “conceptual bridge” between science and economics. This link gives form to how organizations manage. Conversely, Wren (2005) presents the view of technological convert being disturbing to the group theory of an organization. Socio-technical systems offer leverage to dispel the disturbing nature of change.

Socio-Technical Systems

Lee (2000) explains group of the socio-technical systems as the habitual attitudes of people. He includes the relationships between population with their values and behavioral styles. He also describes it as the formal power structure identified using traditional organizational charts. However, he continues with the aspect of an informal power structure based on influence and knowledge. The technical theory makes up second part of the dyad. This system, according to Lee (2000), is “machinery, processes, procedures and a corporal arrangement.”

A socio-technical system, abbreviated Sts for the remainder of this paper, is population and technology blended. Yet, this is a much too straightforward definition. Some elements of Sts are intimately interrelated; therefore, it is not easy to mighty items within a Sts as purely technical or purely social. Aldridge (2004) explains Sts as approaching organizational work groups as group systems and macro group systems. A third level of work observed is traditional work systems. The traditional work theory according to Aldridge is one or more work units complex in face-to-face work. Work units collaborate jointly and have preserve of management, relevant technology, resources, and workplace specialists. Aldridge includes the writings of Trist (1981) when defining macro group systems, “…macro group systems contain systems in communities and whole business sectors as well as societal institutions” (Trist, 1981, pg. 11). The Sts originate in work groups is expanding productivity of the group and expanding job pleasure straight through optimization of group factors and integration with technical factors.

Elements of Sts

According to an anonymous narrative on Sts, the author explains some of the components integrated into a functional socio-technical system. Explained separately, each component has its own character; however, it is clear how intimately associated each is and overlaps the others.

• Hardware is computers and computing peripherals, the excellent technology of Contemporary business. Organizations today do not exist without some kind of computing network, connecting wires, routers, and personel workstations.

• Software includes operating systems (Windows, Unix, Apple, etc). As technology advances, it is increasingly difficult to isolate hardware and software. Software varies based on organizational needs; yet software allows companies to create data for storehouse on hardware devices. The software often runs from the same hardware devices used for storage. Software facilitates group interaction by allowing distantly remote population an chance to message each other in roughly real-time.

• Physical surroundings (physical setting) help originate the group and technical rules of engagement. Construction with an open floor plan and open desk arrangement allows open group interaction among workers. structure with offices separating workers cut interaction. Managers with an inner sanctum guarded by a secretary’s office originate a hierarchy of power.

• People, by name and by title, make up an integral part of any assosication culture, group environment. Within an assosication population have roles they play, positions they work in, and ancillary roles they exercise. Within their roles, they use their surrounds with hardware and software to preserve their roles.

• Procedures define operational procedures in an organization. Procedures are statements of rules and norms formally written. Face the formal written procedural statements are unofficial ties to data flow and reporting relationships. Procedures endeavor to define culture in a Sts but the informal norms and behaviors are equally foremost to understand when developing a Sts model.

• Laws and regulations are similar to procedures but enforce stronger group sanctions when violated.

• Data and data structures in Sts involve collection and storehouse of an organization’s information. Additionally, this element explains data use, retrieval, or presentation for use.

An organization’s socio-technical theory supports the business as a great place to work. More than that, Sts is a key factor to supporting leadership initiatives, vision, and values. Observed in 1949 in Great Britain, researchers developed socio-technical systems in South Yorkshire coalmines. They saw the technical improvements in mining coal combined with extremely motivated work groups who self-regulated and collaborated intimately became more productive than traditional work groups with the same technological improvements. Another notice was the self-regulated and collaborative teams were more cooperative among themselves, performing manifold tasks rather than one man one job, and committed to Ortgeist (spirit of the place) (Aldridge, 2004).

Sts Applied Organizationally

A up-to-date Internet quest found the U.S. Federal Aviation management Logistic Center’s statement of beliefs and commitments. Not all cited here; however, these selected ones reinforce concepts of socio-technical systems.

• Results Oriented – The Logistics town constantly drives for results and success. We drive issues to closure, persist despite obstacles and opposition, and speak a high energy level. Our employees facilely put in the needed time and endeavor to achieve results.

• Innovation – The future of the Logistics town is assured only as long as it welcomes and rewards innovation, creativity, and resourcefulness. We identify “trial and error” as being elements of innovation and continuous improvement. Innovation has been the cause of success for the Logistics Center.

• Quality – We furnish the best potential in all of our products and services. Our goal is to exceed business benchmarks.

• People – population are our most foremost resource. We respect the individual’s dignity and value their contributions. We invest in training and study to give our employees the tools to make the Logistics town a world-class organization.

• Teamwork and Collaboration – The Logistics town provides a distinct and interesting environment that supports the achievement of mission goals and fosters team spirit. We are partners with our customers, stakeholders, suppliers, and are committed to union/management partnerships.

• Integrity and Openness – The Logistics town values trust, sincerity, honesty, and candor in relationships both personally and organizationally. We encourage our employees to express ideas, opinions, and thoughts in an honest and genuine manner.

• Corporate Citizenship – The Logistics town values a distinct corporate image and is sensitive to our corporate responsibilities to the community. We actively share and preserve society involvement.
In post-industrial organizations, Sts helps leaders create constructs that are enabling, empowering, in turn, enabling and empowering accelerates communication, and learning and knowledge. Within the context of knowledge Construction and knowledge, sharing, Sts, straight through collaboration, allows work groups’ flexibility to originate traditional work patterns and competing advantage.

Leaders Role in Sts

Davis (1996) urges flourishing leaders to lead as if the future is now. Accomplishing this means looking the final stock rather than the processes of the product. Sts employs the right population and the right technology at the right time within a structure that supports organizational values.
In an environment of rapid change, having a competing benefit allows organizational foresight. However, vision requires maintaining core values. Socio-technical systems preserve organizational values by maintaining organizational memory and shared experiences. Memory and shared experiences furnish views of where the assosication was while holding everybody tracking toward future vision. An assosication with strong Sts standards uses their technology to preserve history, create carrying out benchmarks, and originate knowledge and learning environments. Strong potential systems demonstrate teams’ abilities to eliminate obsolete practices while staying within the framework of traditional values.

Conclusion

Stated earlier, organizations are systems of interrelated parts with differing skills and skill levels. Sts, working within an organizations value theory promotes wisely those with skills, knowledge, and ability. Additionally, Sts, working with the value system, provides workers with the tools needed to grow in the skills, knowledge, and abilities so they, too, can be promoted. Members of self-directed teams seek new or improved skills from within the Sts and straight through their interconnection with team members.
Self-directed teams improved productivity and commitment to the team and assosication in English coalmines in 1949 and self-directed teams continue being productive and committed. Therefore, an assosication employing socio-technical systems can grow into the future, yet hold fast to its historical past and the values development the group viable.

References

Aldridge, J. W. (2004). AboutChange Solutions. Encyclopedia of Distributed learning (Isbn 0-7619-2451-5). Thousand Oaks, Ca: Sage Publications.
Anonymous, (no date). Why a Social-Technical System? Retrieved online January 12, 2006 from [http://www.computingcases.org/general_tools/sia/socio_tech_systems.html].

Anonymous, (1996 – May-June). Maintaining Organizational Memories. Tqm/Cci News. Retrieved January 22, 2006 from [http://www.grafix9000.com/documents/ccinews_organizational-memory.pdf].

Davis, S. (1996). future Perfect. Reading, Ma: Addison-Wesley.
Hill, C. W. L. & Jones, G. R. (1998). Strategic Management: An Integrated Approach. Boston, Ma: Houghton Mifflin Company.

Lee, Q., (2000). potential in the Balance: Six-Sigma – A Socio-Technical System. Retrieved online January 12, 2006 from [http://www.sixsigma.com/library/content/c020902a.asp].

Senge, P. M. (1990). The Fifth Discipline: The art & custom of the learning organization. New York, Ny: Currency and Doubleday.

Trist, E. L. (1981). The evolution of socio-technical systems: A conceptual framework and an action research program. Ontario potential of Working Life Center, Occasional Paper no. 2.

U. S. Federal Aviation management – Logistics Center. Organizational Values. Retrieved online January 22, 2006 from [http://www.logistics.faa.gov/StratPlan/values.htm].

Winston, B. (2002). Be a Leader for God’s Sake. Virginia Beach, Va: Regent University, School of Leadership Studies.

Wren, D. A. (2005). The History of management thought (5th Ed.) Hoboken, Nj: John Wiley and Sons, Inc.

Wren, J. T. (1995). The Leader’s Companion: Insights on Leadership straight through the Ages. New York, Ny: The Free Press.

Yukl, G. (2006). Leadership in Organizations (6th ed.). Upper Saddle River, Nj: Pearson Education.

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