organizational analyses 2500 Problem Solving Case Study and Proposal Report
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ofRationality6.pptxOrganisational Analysis
Organisations as Systems of Objectivity and Rationality
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Aims
How are Organisations seen as Systems of Objectivity and Rationality?
Examine the following aspects of organisations:
Functionality
Data, Information and Knowledge
Organisations through prescriptive frameworks
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Why Analyse Organisations?
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To discover the objective truths that define and govern organisations. Analyse objective truths (facts) as objective and accurate accounts of organisational properties (e.g. causal powers and laws) and the events within which management must act.
Truths possess instrumental value (practical utility).
Avoid being distracted by speculation, hunches and lies.
By knowing the truth, organisations intelligently formulate and accomplish organisational goals.
The instrumental and objective value of truths for management is in assisting them to establish control over an organisation, predict outcomes and learn about one’s powers and vulnerabilities
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Organisations are Complex
Organisations by nature, are complex entities
Irrespective of size:
Larger firms may have more infrastructure as resources
Small organisations can be highly innovative
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Image source: Google Images leaders.cesma.it; gnp.advancedmanagement.net
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Organisations Need Systems of Control
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Enterprise Analytics – Support of Rationality
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Enterprise analytics means business and process analytical capabilities across an enterprise.
provides organisations with the ability to collect, analyse and process analytical data in all or most functions of the business.
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Organisations as Complex Systems
A complex system is seen as being made up of specialised parts called subsystems that work together to achieve a common goal.
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How do you manage complexity?
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Managing Organisational Complexity
How do you eat an elephant?
Systems engineering
one bite at a time
the “divide and conquer” principle
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Organisations as Systems
A system is constructed of mutually and organically interrelated specialised parts called subsystems.
The goal is to understand the ‘laws’ governing organisational systems and how each subsystem performs a particular activity and ‘functions’ to help enact the larger system
An organisation is seen as a system comprised of four sub-systems (technology, social structure, culture and physical structure) located within a supersystem (i.e. global environment) of which it is a part
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Even human systems are identified - concerned with social integration (i.e., what binds individuals and groups together?)
Emile Durkheim’s Structural Functionalism
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Conceptualisation of Organisations
The conceptualisation of “human systems”
The concept of a “human system” is abstract, nebulous, fluid, elastic
Human systems tend to be conceptualised as being tangible, objective, instrumental - capable of being represented and quantified
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Even human systems are identified - concerned with social integration (i.e., what binds individuals and groups together?)
Emile Durkheim’s Structural Functionalism
In your tutorials, explore the meaning of “conceptualisation”. What does it mean when an abstract concept is given technical rationality?
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Analysis underpinned by Rationality
To discover the objective truths that define and govern organisations
Analyse ‘Truths’ as objective and accurate accounts of organisational properties (e.g. causal powers and laws) and the events within which management must act
Through ‘truth’ organisations avoid being distracted by speculation, hunches and lies
‘Truths’ possess instrumental value (practical utility)
By knowing the ‘truth’ organisations intelligently formulate and accomplish organisational goals.
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Organisations as Frameworks
Organisations as defined through Enterprise Architecture
Business Architecture
Information Architecture
Technology Architecture
Solution Architecture
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Enterprise architecture to deliver business insights and drive change.
Scheer, A.W. and Kruse, C., 1994, ARIS-Framework and Toolset: A Comprehensive Business Process Re-engineering Methodology, Proceedings of the 3rd International Conference on Automation, Robotics and Computer Vision (ICARCV ‘94), Singapore, Vol. 1, pp. 327-337.
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Who is an Enterprise Architect?
The role that an EA plays is multi-faceted.
EA will large-scale program oversight
Programs comprise a multiple number of related projects, represented as a “package”
Managing programs generally requires a person that is able to handle multiple aspects of a project at one time.
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Systems Engineering Principles
Encapsulation (layers)
Functionality
Data
Software
Engineering
Technology
Complexity Isolation
Protection of layers
Open System
Extensible (Functionality)
Scalable (Volumetrics)
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Frameworks, Architectures
Functionality
Data
Software
Technology
Engineering
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The objectivist path.
Systems engineering influenced – information technology and manufacturing systems.
Complex systems are defined in terms of viewpoints – in this case, a framework or architecture is typically divided into:
Functionality, data, software, engineering and technology specifications.
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Systems Principles
Isolation of functionality and technology
Not desirable for fast paced technological changes to drive business functionality
Not desirable for businesses to be constrained by technology choices
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Fast paced technological changes
Impact
Functionality
Data
Software
Technology
Engineering
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It is very characteristic of systems engineering approaches to segment a complex system into these viewpoints.
These viewpoints are specialised, but also integrated. For example, functionality drives data, which in turn, drives software and technology.
The characteristic of these viewpoints, is that it “protects” the organisation from fast changes, e.g. should technological change drive functional change?
In some organisations, such as technology based companies, yes
In some organisations, we do desire a stability, e.g. retail where once purchased an electronic till system is expected to be stable for a few years before renewal
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Management Frameworks
Frameworks provides the structure that organises or integrates the different functional views
Examples are:
ARIS
Zachman Architecture
And other frameworks
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Architecture of Information Systems
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Zachman Architecture
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References
Ashworth, C. M. 1988, Structured systems analysis and design method (SSADM). Information and Software Technology, 30(3), 153-163.
Jeffrey A. Hoffer, Joey George, Joseph S. Valacich, 2013, Modern Systems Analysis and Design (7th Edition)
Zhaohao Sun, Lizhe Sun, Kenneth Strang. 2016, Big Data Analytics Services for Enhancing Business Intelligence. Journal of Computer Information Systems, 1-8.
W. Scheer, ARIS: Business Process Modelling, Springer-Verlag, Berlin, Germany, 2000
Scheer, A.W. and Kruse, C., 1994, ARIS-Framework and Toolset: A Comprehensive Business Process Re-engineering Methodology, Proceedings of the 3rd International Conference on Automation, Robotics and Computer Vision (ICARCV ‘94), Singapore, Vol. 1, pp. 327-337.
Zachman, J.A. 1987. A framework for information systems architecture. IBM Systems Journal, 26(3): 176–292.
Williams, T.J. 1994. The Purdue enterprise reference architecture. Computers in Industry, 24(2–3): 141–158.
Giaglis, MG, 2001, A Taxonomy of Business Process Modeling and Information Systems Modeling Techniques, International Journal of Flexible Manufacturing Systems, Volume 13, Issue 2, pp 209–228
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