Index
Note: Page numbers followed by t indicate tables and f indicate figures.
B
Business architecture
authority and responsibility
190,
191finput dimension
centralization and decentralization
195internal market economy
agreeable and disagreeable service provider
198customer–provider relationship
201organizational process
201–202interactive design, definition
207planning, learning and control system
202successive approximation
207output dimension
environmental opportunities and internal competencies
194multilevel purposeful systems
193,
193fproduction facilities and distribution system
193,
194fsemi- autonomous and self-sufficient
192–193purpose
dynamic and relative phenomenon
188interactive systems architecture
187,
188fmaterials science and processing technology
187multicultural architecture
188product-based business
185self-renewing capabilities
181,
181fsystem's boundary
single discipline/department
184Business systems
generation and dissemination
233governance and intersystem relationships
236–237individual ownership and strategic alliances
236partnership and franchise development
236Butterworth health system
core knowledge
continuous innovation and improvement
267medical research and education
270multidimensional architecture
268–269organizational context
266HDS
composite performance profile
275customer–provider relationship
276engagement and ownership
275“low-archical” approach
275organizational viability
277issues, concerns, and expectations
sensitive patient–physician relationship
247–248sickness-based health care
246output dimension
business services function
265community-based health delivery system
261–263health delivery module
258health delivery system design
261hospitality and facility management
264occupational care management
265traditional functional structure
259C
Carrier Corporation
business processes
performance measurement and reward system
331target costing and variable budgeting system
331–332components
compressors and electronic controls
328product technology and design
327core values
sales and distribution system
322expectations, assumptions, and specifications
climate control system
318inputs
management support service
330operational support (process design)
329–330output units
sales and distribution system
327semi-autonomous manufacturing units
317state-of-the-art design
317systems architecture
desired characteristics
323Centralization and decentralization
multi-minded systems
97–98Centralized administrative functions
174–176Commonwealth energy system (COM/Energy)
business environment
built-in cost increase system
296customer base differentiation
296core business units
cogeneration and packages of energy supply
302–304customer-oriented business unit
302energy efficiency and electrotechnology
304–305natural gas and electricity distribution
301–302design
core values and desired specification
298–299purpose and strategic intent
297–298executive office
bottom-up mess formulation
311continuous improvement
312general architecture
business identification matrix
299,
300fintegrated value chain strategy
299shared services
internal market mechanism
309stakeholders' expectation
customers' expectation
293employees' expectation
293regulators' expectation
293suppliers' expectation
294technology/supply-oriented business units
Conflict management
dichotomy, continuum, and multidimensional scheme
106lose/lose to win/win environments
107Consensus-building process
assumptions and organizing principles
222getting to be of the same mind
223,
223fproblem solvers and formulators
222Core business units, COM/Energy
cogeneration and packages of energy supply
302–304customer-oriented business unit
302energy efficiency and electrotechnology
304–305natural gas and electricity distribution
301–302D
Design thinking
critical design elements
“dollar votes,” pricing system
151measurement and reward system
150–151productive employment opportunity
151raw materials and human resources
152,
152tinteractive design
design for participation
147real-world environment
147technological feasibility
144type I, II and III constraints
149modular design
custom-made separation unit design
140–141multidimensional modular design, dynamic structure
139–140,
140fplatform and module, definition
139social change, design and process
141–142systems methodology
137,
137fpositive and negative feedback loop
136The Sciences of the Artificial
134Development
plurality
of function and process, singularity of structure
72of function and structure, singularity of process
72of structure, function, and process
72–73polarization
divide and rule strategy
79–80spacio-temporal reality
81singularity
of function and process, plurality of structure
70–71of function and structure, plurality of process
71of function, plurality of structure and process
71–72of function, structure, and process
70of structure and process, plurality of function
72systems view
emerging mode of organization
76integration and differentiation
73,
73fLabor and Conservative parties
74security and freedom
76–77terrorism
religious fundamentalism
83second-order obstruction
82sociocultural system
84–85E
Energy-bonded systems
12–13G
Game evolution
American Challenge (Shreiber, Jean-Jacques)
competitive games
divisional structure
18–20interactive management
22–24order-of-magnitude change
17participative management
20–21financial and intellectual resource restructure
forces hierarchy, competitive advantage
,
4fnature of inquiry
independent variables
13,
13finitial/baseline measures
14participation, iteration, and second-order learning
16Woodhaven stamping plant's quality variables
13–14,
14fworld-class performance
14,
14fIn Search of Excellence (Peters, Tom)
Growth and diversity management
post-World War II environment
19predict-and-prepare mode
18,
19public financing and emerging biological model
18semi-autonomous structure
18–19H
Health delivery system (HDS)
composite performance profile
275customer–provide relationship
276engagement and ownership
275“low-archical” approach
275organizational viability
277Holistic iterative thinking
335Holistic thinking
generation and dissemination
iterative process of inquiry
analytical, synthetic, and dynamic thinking
90interdependent variables
92multidisciplinary approach
89Singerian experimentalism
93structure, function, and process
90–92,
91funderstanding complexity
92,
93fmultidimensionality recognition
96I
Information-bonded system
12–13Institute for Interactive Management (INTERACT),
333Interactive elements, mess
336Interactive management
The Black Swan (Taleb, Nassim)
23The Design of Inquiring Systems (Churchman)
23foundations of systems thinking
23f,
24interactions and powerful reinforcing effects
23operational manifestation
22Redesigning the Future (Ackoff)
22L
Learning systems
governance and intersystem relationships
233learning to be (cultural education)
228–229learning to do (professional education)
229learning to learn (formal education)
227–228performance criteria and measures
232–233professional-based system
227Linear and nonlinear systems
impact of carrying capacity
113,
114fmulti-loop nonlinear feedback system
complexity, interdependency, and counterintuitive behavior
114principles, operational thinking
118rhythm/iterative cycle recognition
115reinforcing and counteracting feedback loops
112M
Marriott Hotels, Resorts, and Suites (MHRS)
283Mess formulation
drivers, economy state
177financial and banking sector
178–179game changes and explicit vision
169input-based personnel policy
172–173mapping
ineffective operational system
164–165mediocrity and tolerance, incompetence
173–174monopolistic, cost plus and regulated environment
170–171non-competitive culture
171Multi-minded systems
centralization and decentralization
97–98O
Oneida nation
business systems
generation and dissemination
233governance and intersystem relationships
236–237individual ownership and strategic alliances
236partnership and franchise development
236core services
performance criteria and measures
238space planning and engineering
238governance
GB monitoring authority
215planning, learning, and control board
217–218intended design, desired specifications
211–212learning systems
governance and intersystem relationships
233learning to be (cultural education)
228–229learning to do (professional education)
229learning to learn (formal education)
227–228performance criteria and measures
232–233professional-based system
227membership systems
consensus-building process
Only the Paranoid Survive (Grove, Andrew S.)
53Operating system, culture
Christian/western civilization
66field theory (Wheatley)
67–68systems thinking civilization
67,
67fOperational thinking
complexity
linear and nonlinear systems
open loop and closed loop systems
111,
111fthroughput systems dynamics
cycle time, cost, flexibility, and quality
124definition of throughput
124interface and effective coupling
125Sloane's famous “cost plus,”
124unidirectional causality
110unlocking the black box
109Operations Research (OR)
21–22Original equipment manufacturers (OEMs)
328P
Parts and labor interchangeability
17–18S
Social integration
individuality and collectivity
102Sociocultural system
culture
default decision systems
62image building and abstraction
60potentiality and vitality
62spatio-temporal-causal realities
61information-bonded systems
59–60social learning
cultural transformation
64first- and second-order learning
64social system failure
62–63Systems principles
counterintuitive behavior
emergent property
manifestations of success
47organization's success
46,
47type I and II properties
45,
45fmultidimensionality
complementary relationship
39,
39ffreedom, justice, and security
39function plurality
43,
43finnovative abilities
41,
42fmutual interdependence, tendencies
39non-zero-sum formulation
39style of management
41,
42fopenness
chance, choice, and certainty elements
29transactional environment
31purposefulness
hierarchy of influence
33,
33freactive, responsive, and active systems
36,
36tstate-maintaining system
36–37T
Technology/supply-oriented business units, COM/Energy
Terrorism
religious fundamentalism
83second-order obstruction
82sociocultural system
84–85The Marriott Corporation
architecture
maintenance management
286managerial and organizational flexibility
285synergy, latency, and efficiency
284principles and desired characteristics
282–283supplier–customer relation
289Throughput process model
Critical Chain (Goldratt)
126functional organizational structure
129iThink model, telephone operation
128,
128fmultidimensionality and emergent property
126repair, maintenance, and planned capacity expansion
127stocks, flows, converters, and connectors
127,
127fvolume-oriented reward system
129V
Value-chain transaction index
206
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