Organizational Cybernetics and Business Policy: System Design for Performance Control by Arthur J. Kuhn Details
Successful management of performance in a complex business, the book says, depends on whether the "political decision taken in the ordinary course of business" follows the "Guidelines for Regulatory Systems…
Successful management of performance in a complex business, the book says, depends on whether the "political decision taken in the ordinary course of business" follows the "Guidelines for Regulatory Systems and Systems Theory". The empirical evidence of the success of GM in surpassing the performance of former industry leader Ford was demonstrated by empirical evidence in 1918.
38. General Motors designers envisioned the work of the theorists since the 1940s.
The book says GM's recent problems are the result of moving away from the approach. The book begins with a theoretical overview of the SDPC model as applied to business organizations, and identifies its salient features.
. Based on organizational control, the model takes the concepts of "citizenship" such as basic variables, required diversity, temporary decomposition, amplified control, and super-stability.
From systems theory, the model takes key roles and settings in the SDPC scenario: clients, designers, and decision makers. System, environment and components.
Performance measures and resources. The seven stages of the SDPC model are presented in the light of work by various pioneer theoreticians.
In the development of the seven stages of the SDPC model, with a dedicated chapter for each one, empirical evidence is mainly taken from the automotive industry, with general emphasis on Ford and Ford's broader evidence presented in Ford's GM Passes, 1918 1938, Comparison of companies and other industries. The theoretical insights are drawn from the work of many eminent analysts.
The last two chapters show, first, the extent to which the design of any company domestically interacts with departments and departments and externally with the economy and society. Second, how the acceptance or refusal of General Motors and Ford to design the proper system in particular has resulted in successful or unsuccessful performance. Focusing on the major automotive industry, yet widely drawn in the sources of its insights and examples, this book will stimulate creative thinking in both students and practitioners in business and policy making.
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