THE SYSTEMS CONCEPT
Every practising manager knows from experience that whatever
actions and decisions he takes, in any particular area of activity, have
results which extend well beyond that specific activity. The impact of
decisions in some cases affect the whole organization and even external
environment. A simple decision to throw out an inefficient, lazy worker can
trigger off union activity which can, in extreme situations, even result in strike.
The situation may become so hot that the union forces the neighbouring units also
to join the strike. Thus when a manager takes a decision he never views its impact
in isolation but tries to understand and anticipate its repercussions on the entire
organisation and the environment. The manager understands that his organisation
is a totality of many, inter-related, inter-dependent parts, put together for
achieving the organisational objectives. This in a nutshell is the very essence
of the systems concept.
A system is defined as a sum
total of individuals but inter-related parts (sub-systems), and are put
together according to a specific scheme or plan, to achieve the pre-stated objectives.
A system has the following components:
1.
A number of parts of sub-systems which when put together in a
specific manner form a whole system
2.
Boundaries within which it exists
3.
A specific goal or goals. This goal is expressed in terms of an
output which is achieved by receiving input and processing it to form the
output
4.
Close inter-relationship and inter-dependency amongst the
various sub-systems
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