SYSTEMS THEORY APPLIED TO HUMAN RESOURCE DEVELOPMENT Dr. James J. Kirk Professor of HRD

Systems Theory Emphasizes that the whole is greater than the sum of the parts, and that the parts or subsystems are related to each other and to the whole

INTRODUCTION OF SYSTEMS THEORY E THE SYMPOSIUM PROCESS E SYSTEMS THINKING E THE MONOGRAPH

Systems Theory Socio- technical systems Basic management science and theory Decision theory Information systems and processing Rational choice Communication center Cooperate social systems Group behavior International behavior Distilled managing experience “Management science Mathematics Psychology Management history- clinical experience of practitioners Sociology and social psychology

Systems Concepts A system is an association of interrelated and interdependent parts The systems viewpoint of management - presents an approach to solving problems by diagnosing them within a framework of inputs, transformations, processes, outputs, and feedback The system involves - individual, groups, department, and organization

Types of Systems ˜ Close Systems : - A s ystem that does not interact with the external environment ˜ Open Systems: - A system that interacts with the external environment ˜ Dynamic Systems: - Any system that changes over time as structures and functions adapt to external disturbances and conditions ˜ Entropy: - The tendency for a system to run down and die

Systems View of Organization INPUTS HUMAN, PHYSICAL, FINANCIAL, AND INFORMATION RESOURCES ENVIRONMENT TRANSFORMATION PROCESS OUTPUTS PRODUCTS AND SERVICES FEEDBACK LOOPS

Model of an Open Systems Organization Imports Exports from the to the environment environment Information Money Feedback Organizational Subsystems Procurement & Production Order Fulfillment Money Management Inputs People Materials Supplies Capital Outputs Sales of goods and services Waste Jobs

Foundations of Learning Organizations g Behavioral Sciences Approach g Contemporary Extension g Management Science Perspective g Contingency View g Recent Historical Trends

Systems Theory and the Learning Organization Leaders Must Master the Five Learning Discipline Systems thinking Shared vision M ental models Team learning Personal mastery

Learning Organization Leader Becoming A Learning Leader is a Matter of Choice

Learning Organization Leader Designer Teacher Steward

Leader As Designer Components Work Together Influence Future Empower Others Proactivity

Leader As Teacher Define Reality Foster Systemic Understanding Not about Teaching

Leader As Steward Live the Vision Vision is Focal Point A “Calling”

The Development of Human Resource Management Time Line Labor Movement Industrial Relation Scientific Management Movement Industrial Welfare Movement Industrial Psychology Human Relations Movement Systems Theory, the Behavioral Science, Org Psy

HUMAN RESOURCE DEVELOPMENT NEEDS A UNIFYING THEORY þ The core of HRD is to bring about the possibility of performance improvement and/or personal growth - it is important to emphasize the word possibility since it is possible for learning to take place without producing any performance improvement

Organization as a System Generic Types g Production or Technical Subsystems g Supportive Subsystems g Maintenance Subsystems g Adaptive Subsystems g Managerial Subsystems

Organizational Effectiveness Criteria of Effectiveness Measure of: * Total output * Quality * Productivity * Efficiency

Completing Values Effectiveness Model Human Resource Model Open System Model FlexibilityMeans: Cohesion; moral Flexibility; readiness Internal ExternalMeans: Information management; Productivity; communicationefficiency Control Internal Process ModelRational Goal Model Output Quality

Six-Box model Purposes What business are we in? Relationships How do we manage conflict among people? With technologies? Helpful Mechanisms Do we have adequate coordinating technologies? Leadership Does someone keep the boxes in balance? Structures How do we divide up the work? Rewards Do all needed tasks have incentives? Environment (Human Needs)

Key Environmental Forces That Affect Businesses Transacting Environment Macroenvironment The Business Firm and Its Subsystems Society’s Culture & Behavior Competitors Regulators Geopolitics ECONOMYECONOMY CUSTOMERSCUSTOMERS TECHONLOGYTECHONLOGY SUPPLIERSSUPPLIERS

FRAMING ORGANIZATION SYSTEMS ENVIRONMENT Enter organization at System C. Also review subsystems A and B and environments D and E. A B C D E

Questions