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Management Systems Theory, Applicat
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1.1.11.6. Relate Engineering to the
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1.1.23. Other Useful Organizational
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1.4.2.2. Organizational Systems ...
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1.5.1.5. DSS vis-a-vis EDP, MIS, AO
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1.5.8.7.4.2.4. Time-Series Comparis
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1.6.2.2.5. How Much Consensus is En
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2.1.9.1. Choose Your Objectives-Tho
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3. USING MANAGEMENT TOOLS 3.0. Usin
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3.2.1.9. Discovering Strengths to S
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3.2.10. The Perspective of Quality
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3.4.3.1.8.1. The Scoping Agreement
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3.4.3.3.7. Review Progress Routinel
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PREFACE In this document, I use the
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people doing? Are we seeing a proce
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• Managers need rich information
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BACKGROUND/INTRODUCTION 1.1.1. ART
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BACKGROUND/INTRODUCTION 1.1.2. ART,
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BACKGROUND/INTRODUCTION 1.1.3. BEND
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esonate for us indefinitely. Mentio
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BACKGROUND/INTRODUCTION 1.1.4. TIME
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example, consider the question, “
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BACKGROUND/INTRODUCTION/THE OUTPUT:
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Knowledge 1.0 BACKGROUND Periods 1
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1. BACKGROUND 1.1. INTRODUCTION 1.1
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Liquid can be tasted and smelled. C
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the bay? If you answer “boats,”
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BACKGROUND/INTRODUCTION/SOLVING THE
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would start with the total system u
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symptom, the problem will reoccur.
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BACKGROUND/INTRODUCTION 1.1.8. THE
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for using the tools and guides as a
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BACKGROUND/INTRODUCTION/MANAGEMENT
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BACKGROUND/INTRODUCTION/MANAGEMENT
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Builder feedback ENGINEERING PROCES
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the tools well. In Figure 1.1.11.1.
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vironment for conditions calling fo
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Decision Information 67 Action Figu
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future data constituting the operat
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mined and shaped by the tasks to be
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lishing Co., 1979) Mane means with
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the left block are aimed at the phy
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3. Each possible subset of componen
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1 3 Input Output 2 Figure 1.1.11.5.
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BACKGROUND/INTRODUCTION/THE NEW (OL
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cally different among a nuclear rea
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is because they understand the laws
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the system, holistic, and generalis
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mentals of the engineering process,
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to the total application system, we
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that they understood best in school
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YOU NEVER FINISH THE ENGINEERING PR
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steps of the engineering process pa
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107
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109
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eral sequences of activities design
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113
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cepts modules is the difference bet
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of executive to assure that the tas
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Assigns duties to Problem • Decis
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123
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confusing by including one or more
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127
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must work toward the aim of the lar
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dent, but interconnected, within th
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THE INTEGRATED MANAGEMENT SYSTEM HA
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135
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influence they had on each other an
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The ‘leaving unfinished’ techni
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pendence, sincerity and individuali
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Figure 1.1.15.2. Rodin’s Illusion
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Synthesis is defined as: “the com
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includes you, the lawn mower, and t
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151
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properties. Since organizations hav
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155
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change market position, product pos
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ferred to the viewer, information i
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feedback (recycle), and outputs (pr
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Raw material storage Recycle of unr
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165
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and its aim. The generalist perspec
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169
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confusing our means and our ends. I
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173
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tor or a wrench. A tool can be appl
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177
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uting its own set of facts, and yet
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and is expressed in terms of good,
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183
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point is my mother’s preference.
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187
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Feed Materials Feed Materials Figur
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cause of these misconceptions, info
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193
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195
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197
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screen. You get balance among the c
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WE GET BALANCE BY CONSIDERING THE I
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the brain as the difficulty. The th
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Decision Subsystem Action Subsystem
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ture of the learning cycle and proc
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211
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tings supports this result. One of
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Drucker, Mintzberg, and others. We
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217
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ing and using management tools, you
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promise of bringing balance to the
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Now we can see why the MSM is such
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225
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ack and forth with Acme, you’ll i
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229
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hardware, software, and other more-
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FOLLOW THROUGH 27 12 Evaluation Per
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13. Development and installation pl
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239
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241
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life cycle is to define the activit
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udget, on schedule, and up to quali
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247
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zations. .... Aging means there is
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251
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253
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257
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Harold the who manages and the deci
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261
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set of functions for analysis by sh
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265
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managed well enough to work through
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synthesis functions must work toget
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271
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or using management tools, part of
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clockwise direction. Here’s anoth
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(the ‘What is managed’ componen
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279
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tance to change. (To continue the m
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283
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human characteristics like abilitie
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287
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289
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291
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cess functions draw on skills to bu
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oth growing and aging. Before Digit
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measure something for continuous pe
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the engineer’s perspective of the
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point is so fundamental that it can
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305
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307
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the context of their internal and e
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Start 2.2 Analyze Situation 2.1 Con
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managers, and staff specialists ach
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315
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not motivate members to high perfor
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The Organization Strategy - Structu
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defined are: Planning Systems: Inte
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323
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Sink’s seven fronts and a model f
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327
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329
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INTERVENTIONS ORGANIZATIONS Figure
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335
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shows not only that the critics cri
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nal, V. 28, No. 2, pp. 69-79.) The
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341
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quality attributes. A quality attri
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345
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jectives to determine the specific
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349
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operational expense. “Throughput
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353
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355
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357
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359
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363
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The Effective Integrator Practices
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take a more physical example, each
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ner to fully utilize the skills of
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holistic thinking discussion. She w
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373
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stituents drive different cars, don
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377
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process of our management activitie
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381
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383
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A generalist builds bridges between
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number of fields that they seem to
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389
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sis. But James Riggs uses Pareto in
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393
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395
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397
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such movements (good piano techniqu
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403
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you what will happen if you do some
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407
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the other intervention. I show seve
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411
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413
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415
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417
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419
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421
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425
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427
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1. BACKGROUND 1.2. ANECDOTES 429
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431
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433
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1.3. ABC MODEL 435
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plan, control, organize, direct, an
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LEVEL OF ENDEAVOR STRATEGIC TACTICA
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with issues you didn’t expect—s
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ABC Audit is one way to give physic
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y calendars and appointment books.
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447
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or emergency environments externall
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to concentrate on extending and imp
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453
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ABC AUDIT FORM For each day you tra
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457
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1. BACKGROUND 1.4. THEORY 459
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461
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1. BACKGROUND 1.4. THEORY 1.4.2. A
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465
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467
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469
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471
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your management process. You don’
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475
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classification scheme today is the
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481
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with the difference between the man
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mains through the relationships and
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487
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managed component. As I carefully d
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491
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493
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the right data by concentrating on
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Representing Your Conclusions in Gr
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PRIORITIES WILL CHANGE IN A CONSTAN
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Lou Middleman tells me that Ernest
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short, a manager who doesn’t like
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Figure 1.4.2.8.4. “We’ll probab
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evenly distributed within the overa
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511
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ment tools have to be responsive to
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eact, where you act as a result of
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517
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onment, including the product or se
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521
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523
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525
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527
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529
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1. BACKGROUND 1.4. THEORY 1.4.4. FO
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533
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organization as an information proc
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ment information systems aren’t v
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1. BACKGROUND 1.4. THEORY 1.4.5. FR
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zation and/or its components as a c
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543
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Scherkenbach) because your manageme
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549
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tions.” Finally, we move the proj
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fications? The same manager who had
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555
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557
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you’re figuring out what kind of
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preserve more of their time for str
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organization, we realize people eve
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567
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take advantage of. In doing strateg
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FUNCTIONAL STRATEGIC TACTICAL OPERA
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een the application of a structured
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577
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“Automation has a way of shifting
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clairvoyants, we must first develop
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proved performance. In bottle-makin
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587
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589
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decision maker, the management tool
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593
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ognize that you’re the who manage
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597
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599
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601
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1. BACKGROUND 1.5. TOOLS AND SKILLS
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other designers start at the inform
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e reinvested in the 20%. We find mo
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611
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613
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Harold Kerzner specifies the hierar
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617
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unusual occurrence. The logic chart
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He has to dial his phone and the ne
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THE RIGHT GUIDE LEADS THE RIGHT END
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625
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ehavior, beliefs, and values. A low
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the concepts never have been applie
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631
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this function faster and more consi
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Consider, for example, a system whe
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637
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I helped design and develop a miles
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The who manages component changes m
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systems not expert systems. A respo
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Figure 1.5.1.7.3. You can choose fr
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647
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649
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651
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653
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synthesis; and writing, reading, sp
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management process. I therefore inc
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661
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manages) who’ll be using the info
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Miser and Quade approach system ana
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will the management tool be housed?
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671
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provide his or her own information?
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actual miniature models of the buil
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STUDENT CLASS- REQUEST CLASS SCHEDU
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alternatives. Identify the resource
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681
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683
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Systems Analysts Will Help, If You
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687
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689
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693
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Compare these problem solving steps
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people are in the system because th
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course, you don’t. You don’t ha
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6. Why (motivation, purpose, outcom
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SIX “RULES THAT ONE CAN RELY ON W
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707
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709
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711
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1.5. TOOLS AND SKILLS CATEGORIES 1.
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or herself. Then, the team leader,
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3. What single conclusion do you wa
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719
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LIST OF EXERCISES AND STEPS Exercis
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get stuck, read in Figure 1.5.8.5.4
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TWO JOURNALISM CONCEPTS WILL HELP D
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Step II (b) - Put your ideas into y
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729
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5) ________________________________
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733
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5) ________________________________
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737
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additional information, the highlig
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___________________________________
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743
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745
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eports 12 years formal training in
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751
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ure 1.5.8.5.10.2. He discusses the
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Interpretation has to do with match
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757
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The fourth action is to Relate. Dev
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speaker intended to send, then you
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Publications, Inc, 1988, pp.30-31.)
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about his or her own interests. The
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19. Listen for pitch, rate, timbre,
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Retain REFLECT Reflect Restate Reca
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Monitor: Stop, Paul. You again didn
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775
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through the document from topic to
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THE OVERALL STOP PROCEDURE HAS FIVE
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HOW TO WRITE TOPIC HEADINGS 1) Sinc
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Page 815 and 816: sure to modify what you’ve writte
Page 817 and 818: evaluated against those criteria. Y
Page 819 and 820: 791
Page 821 and 822: 1.5. TOOLS AND SKILLS CATEGORIES 1.
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Page 825 and 826: mats. The written formats are visua
Page 827 and 828: tegic-level endeavors. When managin
Page 829 and 830: can contain meter location and othe
Page 833 and 834: What do I mean by data becoming inf
Page 835 and 836: 807
Page 839 and 840: ics arise from two basic criteria.
Page 841 and 842: BASIC CHART FORMS PIE BAR COLUMN ST
Page 843 and 844: Prepare 100% bar chart — one BAR
Page 845 and 846: B All items compared on the same sc
Page 847 and 848: No Prepare a STEP chart. Scale time
Page 849 and 850: Continuous Are data discrete or con
Page 851 and 852: Prepare a SCATTER diagram with a va
Page 853 and 854: Start Data are numerical, copious,
Page 855 and 856: wish to neglect—steps in the star
Page 857 and 858: possible for a person to see all on
Page 859 and 860: 831
Page 861 and 862: ferent than the best details for in
Page 863: candidates for degree report—list
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Page 873 and 874: organization to find out who’s re
Page 875 and 876: explanation. To explain it may requ
Page 877 and 878: SIX DATA COLLECTION METHODS ARE COM
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Page 881 and 882: 1. BACKGROUND 1.6. GROUP DECISION M
Page 883 and 884: AUDIENCE WHO WHAT blue red blue red
Page 885 and 886: we discussed earlier is valid here
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Page 889 and 890: through measurement and data. Organ
Page 891 and 892: Problem Solving or Learning Experie
Page 893 and 894: 1. BACKGROUND 1.6. GROUP DECISION M
Page 895 and 896: 867
Page 897 and 898: it is returned in its original cond
Page 899 and 900: Fletcher, 1979). Walter Kohler, pro
Page 901 and 902: across lines of authority. The stra
Page 903 and 904: which individuals can share the dat
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Page 907 and 908: into their plans. Their executive s
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we’re sharing is data, informatio
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gist, V11, N2, 1984: p. 362). Econo
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Entities Stakeholder Stakeholder 89
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organization’s product or service
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895
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1.6. GROUP DECISION MAKING 1.6.2. G
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group, consider all stakeholders. A
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1. Silent generation of ideas. 2. R
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one a chance and to give people the
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905
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steps of the NGT. You’ll not only
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Make sure the group knows that some
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clearly form a top group—a group
Page 941 and 942:
worth. You’ll get about ten A ide
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ACTION ITEMS FOR INCREASING SALES.
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Scoping Form for Action Items ACTIO
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919
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1.6. GROUP DECISION MAKING 1.6.2. G
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ISE Vision The vision for the ISE D
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• Public service is another oblig
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group) projects and in-class presen
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929
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931
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933
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935
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937
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939
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HIGH RELEVANCE OF CONCEPT OR SKILL
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943
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945
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947
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949
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way of thinking and they don’t co
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1. BACKGROUND 1.6. GROUP DECISION M
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955
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among organizations is often the re
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959
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some conditions, action will be def
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tions of authority figures set the
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efit to be realized from the availa
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method; the group that meets for an
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969
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population. The convener of the TRG
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achieved intra-group consensus) wit
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975
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sensus. One area where consensus is
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ainwriting, idea writing, and force
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tion between each piece of informat
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983
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985
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affecting decision quality and stre
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ences in personalities and backgrou
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with someone else, they’re also l
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995
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Social conflict should be resolved
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The products box in Figure 1.6.2.2.
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Predispositions of Group members -
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e made by one group member or all g
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1007
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information to their constituencies
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PROCESS: PRELIMINARY AGENDA 8:00 -
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1013
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1015
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1019
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1021
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5. If STGWG members seek individual
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tem), they get wrapped up in compet
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the purpose is met or becomes super
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STGWG-type stakeholder group, we ha
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As illustrated in Figure 1.6.4.1.c.
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DIMENSIONS Sub-Cube Progression Pri
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When these sources of power are tap
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1039
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2.0. BUILDING MANAGEMENT TOOLS 2.1.
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1043
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amount of data, the frequency and s
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1047
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domain we’re building the MIS for
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1053
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defined here: 1) the system goals;
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execution of the Progamming and Tes
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1059
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1061
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ments of the management system are
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pieces together, and to do so corre
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PERSONNEL DEPT. PERSONNEL CHANGES P
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We can further partition each subdo
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2 Contract Worker Transactions Sort
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Order CUSTOMER Mail-Payment CC-Stat
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3 CUSTOMER LEVEL-2: ACCOUNTING CRED
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In this case, you can see an interm
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MAJOR CHARACTERISTICS OF MODELS Phy
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BLUE COPY OF INVOICE INFO ABOUT CAN
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Registration Form 2.1 VALIDATE REGI
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1087
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1091
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with a process. A fifth problem occ
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DAILY PART RECEIPTS PURCHASING OFFI
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1 STUDENT STMT 2 ADD STUDENT TO CLA
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format. But the file may have recor
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EMPLOYEE-FILE = HEADER-RECORD +BODY
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. . . Otherwise Write the account-n
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one of its paths. The rest should b
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too difficult to say with any assur
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TRANS 1. EDIT & ROUTE INQUIRY PEOPL
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information. Elizabeth passes salar
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1113 Figure 2.1.6.6.c. Physical Inf
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1. Generate task codes based on pro
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1117
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Page 1149 and 1150:
1121
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1123
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Page 1155 and 1156:
ased on where you get the data from
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1129
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store is simpler if it doesn’t ha
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which they submit to the manager of
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little complexity. 3. Ease of Imple
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CONTRACT MANAGER FILE = {CONTRACT M
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CONTRACT LOADING (Contract-Number +
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DATA STRUCTURES IN FIRST NORMAL FOR
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DATA STRUCTURES AFTER COMBINING COM
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1145
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Page 1177 and 1178:
1149
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user to exercise much more control
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CHOOSE YOUR MANAGEMENT ELEMENT FROM
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sity to have her marital status cha
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ENVIRONMENTAL STRUCTURE Figure 2.1.
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1159
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2.0. BUILDING MANAGEMENT TOOLS 2.1
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1163
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adaptation is the identification of
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1167
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Later, I define what I mean by GOOD
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Information-Oriented Output Perform
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mance measures. I’ve shown the va
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the right things on time; this is e
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YOUR INFORMATION PROCESSING ACTIVIT
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1179
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2.0. BUILDING MANAGEMENT TOOLS 2.1
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1183
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ing about things like talking with
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The Impact of Evaluation To experie
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Figure 2.1.10.3.b. To experience so
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1191
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we’re doing. These concepts apply
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Performance > Expectation No Tolera
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copy machines. I’m sure that if y
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Value and cost of Information Most
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3. fast response to unexpected situ
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EXAMPLE OF MOE’s ACTIVITY DOMINAN
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1205
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Impressionistic/ Descriptive Data
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1211
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with the director on hardware and s
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strategic plan or direction. Helpfu
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SCOPING AGREEMENT Project Name: Mul
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OPERATING PRINCIPLES and OBJECTIVES
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1221
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TASK LIST Project Name:____________
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TASK LIST Project Name: MEL Design
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1227
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activity, task and subtask by numbe
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WORK BREAKDOWN STRUCTURE 1.4.9. ___
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WORK BREAKDOWN STRUCTURE Project Na
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1235
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under the original line to show the
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GANTT CHART PROJECT MANAGER: Pamela
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GANTT CHART PROJECT: MEL Design and
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Project Name: Project Manager: MILE
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MILESTONE LOG Project Name: MEL Des
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1247
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RESPONSIBILITY MATRIX PROJECT MANAG
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RESPONSIBILITY MATRIX PROJECT NAME:
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1253
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PERSONPOWER LOADING CHART PROJECT M
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PERSONPOWER LOADING CHART PROJECT:
Page 1287 and 1288:
1259
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PERSONPOWER LOADING HISTOGRAM PROJE
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PERSONPOWER LOADING HISTOGRAM PROJE
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Project Name: Project Manager: EXPE
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Project Name: MEL Design and Implem
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1269
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CUMULATIVE BUDGET PROJECT MANAGER:
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CUMULATIVE BUDGET Project: MEL Desi
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1277
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1281
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the right information and tools at
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amount of information; timeliness,
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emergency responsibility—incident
Page 1317 and 1318:
So what tools can EOOs provide to s
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For the Critical Path Method exampl
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support for programmable decisions
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energy of the EMT. The integrator r
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and severity of consequences (e.g.,
Page 1327 and 1328:
expect to receive communications. A
Page 1329 and 1330:
ack systems to provide early warnin
Page 1331 and 1332:
we’ll improve our guess of the re
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information richness, and communica
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head in one direction and find out
Page 1337 and 1338:
Uncertainty don’t know WWA and WW
Page 1339 and 1340:
Precipitator Purpose People Partici
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management systems engineers that c
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Reference Input Results Information
Page 1345:
CW7 CW8 REVIEWING STATUS AND PROGRE
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