WAILAND, CHRISTINE B.; PHD
SAYBROOK INSTITUTE, 1992
BUSINESS ADMINISTRATION, MANAGEMENT (0454); PSYCHOLOGY, INDUSTRIAL (0624);
SOCIOLOGY, INDUSTRIAL AND LABOR RELATIONS (0629)
New means for managing employees in a turbulent environment are explored in
this study. Faced with a
new work ethic, a changing nature in work issues, and innovations that in turn
create new problems,
companies often opt for short-term solutions of only the problem symptoms. Organizational
learning,
based on systems thinking, was explored as the alternative route to be followed
for adjusting
management practices to match the diversity of new situations and the complexity
of work relationships.
An organizational design inquiry was made that was framed in the concepts and
methods of a systems
view of the world. This design inquiry followed the journey the employees of
a work unit took as they
moved toward self-organization. The map of the route (the methodology), its
milestones (stages of
design), and the signs posted for direction (the models created by this group)
are described. The design
research yielded insights into the application of evolutionary concepts to social
systems, into new work
relationships that are based on knowledge distribution, and into the new role
of the manager as facilitator
of the conditions in which employees teach each other. Small work units appear
to be the most promising
for promoting the reintegration of thinking and acting in each worker which
is a prerequisite for yielding
the level of employee contributions that is vital for the survival of an organization.
Social
Systems Simulation Group
P.O. Box 6904 San Diego, CA 92166-0904 Roland Werner, Principal Phone/FAX (619) 660-1603 |