1. Compiled by Rulzion Rattray 1 Cybernetics and Control Compiled by Rulzion Rattray UAD School of Management

2. Compiled by Rulzion Rattray 2 Definitions Cybernetics: –The science of systems of control and communications in animals and machines. Control: –Many different definitions many with emotional connotations; dominate, command, exert control over, etc

3. Compiled by Rulzion Rattray 3 Engineering Control + Temperature Appliance Switched on Appliance switched off _ Temperature Actual - Desired Actual Temp Desired Temp

4. Compiled by Rulzion Rattray 4 In Control Standard Corrective Action Performance In balance perfect control?

5. Compiled by Rulzion Rattray 5 Out of Control Standard Performance Measurement Corrective action Time Lag

6. Compiled by Rulzion Rattray 6 Ability to Control Control requires the ability to measure accurately enough so that corrective action will result in performance getting closer and closer to the standard or target. Inability to measure accurately is likely to result in performance deviating further from target due to reinforcement.

7. Compiled by Rulzion Rattray 7 Negative (Damping) Feedback Carry out the offsetting action Carry out the offsetting action Choose an offsetting action Choose an offsetting action Discover a deviation from standard Discover a deviation from standard

8. Compiled by Rulzion Rattray 8 Cybernetics We learn from our actions, when we miss the target we re-calibrate and try again –the accuracy and potential stability of the system is dependant on:  measurability of the target and of performance  coupled with the ability to deliver the right amount of correction in the right time frame Britain's boom and bust economy a result of failure to understand the basic principles of control?

9. Compiled by Rulzion Rattray 9 Error Controlled Regulation Disturbance Regulation Organisation Outcome

10. Compiled by Rulzion Rattray 10 Error Control The monitoring reviewing and corrective action system of an organisation. Using past performance to correct future action. Can be improved if past performance is used to forecast, depending on the accuracy of the forecast

11. Compiled by Rulzion Rattray 11 Anticipatory Regulation Disturbance Regulation Organisation Outcome

12. Compiled by Rulzion Rattray 12 Conclusions Organisations have not always taken the basic principles of control into account. In the real world there are often too many variables to measure, controlling one thing might disturb another resulting in unintended consequences. Organisational control a complex problem due to the complexity of the environment both internal and external.

13. Compiled by Rulzion Rattray 13 References Stacey, R, 1996, “Strategic Management & Organisational Dynamics”, Pitman, London. Bartol & Martin, 199-, Management etc.