1. SYSTEM AND CONTINGENCY
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2. AHAB/252/SYSTEM & CONTINGENCY
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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3. AHAB/252/SYSTEM & CONTINGENCY
“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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4. AHAB/252/SYSTEM & CONTINGENCY
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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5. AHAB/252/SYSTEM & CONTINGENCY
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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6. AHAB/252/SYSTEM & CONTINGENCY
ORGANISATION
AS A SYSTEM
MANAGEMENT
GOALS & VALUES
TECHNICAL
STRUCTURE
ENVIRONMENT
ENVIRONMENT
PSYCHOSOCIAL
ENVIRONMENT
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7. Environmental Systems Environmental Systems Managerial Subsystems
Goals & Values
Managerial Subsystems
Technical
Psychosocial
Structural
The Organisational System
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8. AHAB/252/SYSTEM & CONTINGENCY
Goals & Values
Culture
philosophy
overall goals
group goals
individual goals
Psychosocial
Human source
Motivation
Group dynamic
Leadership
Communications
Interpersonal relations
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9. AHAB/252/SYSTEM & CONTINGENCY
Structural
Task
Work flow
Work group
Authority
Information flow
procedure and rules
Technical
Knowledge
Techniques
Facilities
Equipment
Managerial Subsystems
Goal setting
Planning
Organising
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10. 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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11. ORGANISATION AS AN OPEN SYSTEM
Dynamic Stability
Input
Organisasi
Output
Transform resources and add value
TRANSFORM
Materials
Money
Effort
Others.
Products
Services
Goods
Satisfaction
Growth & survival
Organisasi Sebagai Sistem Penukaran
(Organisation as Transformation System)
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12. KONTINGENCY VIEW ON ORGANISATION
The contingency view seek to understand the inter-relationship 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 varying conditions and specific circumstances.
Suggested organisation design and managerial action most appropriate.
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13. AHAB/252/SYSTEM & CONTINGENCY
APPROPRIATE PATTERN OF RELATIONSHIPS
STABLE – MECHANISTIC ORGANISATION
When:
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:
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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14. 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.
- Facilitate thorough understanding of complex situation and appropriate managerial action.
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15. OPEN & CLOSE SYSTEM & ENVIRONMENT
Stable,
Predictable
Tight
Control
Loose,
Flexible
Unstable,
Uncertain
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16. AHAB/252/SYSTEM & CONTINGENCY
CONCLUSION
System concepts are diverted toward providing a broad model for understanding all organisations.
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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17. AHAB/252/SYSTEM & CONTINGENCY
IN CONSTRUCTION
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18. INPUT – CONVERSION – OUTPUT MODEL CONSTRUCTION PRODUCTION MANAGEMENT
MANPOWER MANAGEMENT
FEEDBACK
MATERIALS MANAGEMENT
CONSTRUCTION PRODUCTION MANAGEMENT
PLANT MANAGEMENT
BUILDINGS REPUTATION
FINANCIAL MANAGEMENT
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19. 6 CONSTRUCTION PRODUCTION MANAGEMENT 4 ORGANISATIONAL SYSTEM
A systems model of the construction organisation
2 ENVIRONMENTAL
3 STRATEGIC SYSTEM
5 INFORMATION SYSTEM
7 MANAGEMENT SYSTEM
MANPOWER
MANAGEMENT 2
MATERIAL
MANAGEMENT
6 CONSTRUCTION PRODUCTION MANAGEMENT 3
7 MARKETING 4
PLANT
MANAGEMENT
FINANCIAL
MANAGEMENT 5
4 ORGANISATIONAL SYSTEM
6 SOCIAL SYSTEM
SYSTEM
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20. 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.
Include building site – temporarily owned.
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21. AHAB/252/SYSTEM & CONTINGENCY
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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22. AHAB/252/SYSTEM & CONTINGENCY
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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23. AHAB/252/SYSTEM & CONTINGENCY
TENDER
PREDESIGN
DESIGN
CONSTRN
OCCUPATN
PROJECT OBJECTIVES
CONSTRUCTION PROCESS
CONSTRUCTON PROJECT – A PROSES
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24. MULTIPLE EXPERTISE INPUT PROJECT MANAGEMENT – AN ORGANISATION
PROJECT OBJEKTIVES
MANAGEMENT
PROJECT MANAGEMENT – AN ORGANISATION
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25. MULTIPLE INPUT PROCESS
MULTIPLE EXPERTISE AND ACTIVITIES
PREDESIGN
DESIGN
CONSTRN
OCCUPATN
PROJECT OBJECTIVES
MULTIPLE EXPERTISE AND ACTIVITIES
MULTIPLE INPUT PROCESS
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26. AHAB/252/SYSTEM & CONTINGENCY
THANK YOU
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