Transcript SYSTEM AND CONTINGENCY 5/23/2016 AHAB/553/SYSTEM & 1

SYSTEM AND CONTINGENCY
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GENERAL SYSTEM THEORY
“A system is defined as an organised. unitary
whole
composed
of
two
or
more
interdependent
parts,
components,
or
subsystems and delineated by identifiable
boundaries
from
its
environmental
suprasystem.”
- (Kast + Rosenweig, pg. 103)
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“Basically any group of entities which are
functionally interdependent can be called
a system.”
Any group of entities which are
interrelated so as to perform some
functions, or reach some goals, can be
seen to be acting as a system”.
- (Open Universal, 24)
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SYSTEM APPROACH
General System Theory - Ludwig von
Bertalanffy.
The theory of Open System in Physics and
Biology – Science
JAN. 13, 1950, PP. 23 – 29.
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Biological System
Electrical System
Mechanical System
Human System.
Skeleton subsystem
Nerves subsystem
Blood circulation subsystem
Muscular subsystem
Social System
Social Organisation
Business Organisation
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ENVIRONMENT
ENVIRONMENT
GOALS &
VALUES
TECHNICAL
MANAGEMENT
STRUCTURE
PSYCHOSOCIAL
ENVIRONMENT
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ORGANISATION
AS A SYSTEM6
Environmental Systems
Environmental Systems
Goals & Values
Psychosocial
The Organisational
System
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Managerial
Subsystems
Technical
Structural
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Goals & Values
 Culture
 philosophy
 overall goals
 group goals
 individual goals
Psychosocial






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Human source
Motivation
Group dynamic
Leadership
Communications
Interpersonal relations
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Structural






Technical
Task
Work flow
Work group
Authority
Information flow
procedure and rules
 Knowledge
 Techniques
 Facilities
 Equipment
Managerial Subsystems



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Goal setting
Planning
Organising
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THE MODERN VIEW: SYSTEMS AND CONTINGENCY CONCEPTS
Subsystems or Components.
Holism, Synergism, Organicism, and Gestalt
Open Systems View
Input-Transformation-Output Model
System Boundaries
Negative Entropy
Steady State, Dynamic Equilibrium and Homeostasis
Feedback
Hierarchy
Internal Elaboration
Multiple Goal Seeking
Equifinality of Open Systems
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ORGANISATION AS AN OPEN SYSTEM
Dynamic Stability
Input




Materials
Money
Effort
Others.
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Organisasi
Transform
resources and add
value
TRANSFORM
Output





Products
Services
Goods
Satisfaction
Growth &
survival
Organisasi Sebagai Sistem Penukaran
(Organisation as Transformation System)
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KONTINGENCY VIEW ON ORGANISATION
The contingency view seek to understand the interrelationship within and among subsystem as well
as between organisation and its environment and
to define patterns of relationship or configurations
of variables.
Multivariate nature organisation
How organisation operates under
conditions and specific circumstances.
Suggested
organisation
design
managerial action most appropriate.
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varying
and
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APPROPRIATE PATTERN OF RELATIONSHIPS
 STABLE – MECHANISTIC ORGANISATION
When:
1.
2.
3.
4.
5.
Stable environment
Well defined goals and enduring goals.
Uniform and stable technology.
Routine activities and productivity is a major objective.
Decision making is programmable, coordination and
control are tightly structured.
 ADAPTIVE ORGANIC ORGANISATION
When:
1.
2.
3.
4.
5.
Unstable and uncertain environment
Goals are diverse and changing.
Technology is complex and dynamic
Non- routine activities – need creativity and innovation.
Heuristic decision making.
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CONTIGENCY VIEW OF MANAGEMENT
Contigency views recognise both similarities and
differences among organisation. Primary managerial
role is to seek congrerence between organisation and
its environment and among its subsystems.
-
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Facilitate
thorough
complex
situation
managerial action.
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understanding
of
and
appropriate
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OPEN & CLOSE SYSTEM & ENVIRONMENT
Environment
Close
System
Stable,
Predictable
Tight
Control
Loose,
Flexible
Unstable,
Uncertain
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Open
system
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CONCLUSION
System
concepts
are
toward
providing
a
broad
understanding all organisations.
diverted
model
for
Contingency
views
recognise
that
the
environment
and
internal
subsystems
of
each
organisation
are
unique
and
provide
a
basis
for
designing
and
managing specific organisations.
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IN CONSTRUCTION
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INPUT – CONVERSION – OUTPUT MODEL
MANPOWER
MANAGEMENT
FEEDBACK
MATERIALS
MANAGEMENT
PLANT
MANAGEMENT
CONSTRUCTION
PRODUCTION
MANAGEMENT
BUILDINGS
REPUTATION
FINANCIAL
MANAGEMENT
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2
ENVIRONMENTAL
3
STRATEGIC SYSTEM
2
MANPOWER
MANAGEMENT
3
MATERIAL
MANAGEMENT
4
PLANT
MANAGEMENT
5
5
INFORMATION
SYSTEM
7
MANAGEMENT
SYSTEM
6
CONSTRUCTION
PRODUCTION
MANAGEMENT
A systems
model of the
construction
organisation
7 MARKETING
FINANCIAL
MANAGEMENT
4
ORGANISATIONAL
SYSTEM
6
SOCIAL
SYSTEM
SYSTEM
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SYSTEM MODEL AND CONSTRUCTION
ORGANISATION
PRIMARY TASK
To obtain and execute construction
projects to the clients satisfaction whilst
meeting stakeholders objectives.
BOUNDARY
-
Definition is not easy
-
It is an abstract conception – not physical.
-
Must share the same goals of the system – what is inside.
-
Including staff directly employed
-
Assets owned by the firms.
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Include building site – temporarily owned.
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CONSTRUCTION ORGANISATION SYSTEM
Strategic Subsystem

Perform the task of deciding and managing the L/term direction.
 Receive inputs in form of Mkt. Intelligence, assessments of current capabilities.
 Output – strategic, administrative and operating decisions.
Structural Subsystem

Differemtiation in a rational way
 Integration and coordination of activities.
 Imput to C/P environmental and organisation characteristics, current utilities and
stakeholders attitude.
 Output – formal organisation structure and informal structure and complementary
culture.
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Social Subsystem
Input – is people
process of motivation group
formation, leadership, communication , etc.
Output – satisfied, committed and involved personnel.
The Information Subsystem
Strategic
Administrative – coordinatif.
Operational
Output – primary decision dan action
- motivating environment to facilitate the
implementation of decisions.
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TENDER
CONSTRUCTON PROJECT – A PROSES
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MULTIPLE EXPERTISE INPUT
MANAGEMENT
PROJECT
OBJEKTIVES
PROJECT MANAGEMENT – AN ORGANISATION
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MULTIPLE INPUT PROCESS
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THANK YOU
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