On the control of complex industrial organizations

著者

書誌事項

On the control of complex industrial organizations

J.E. van Aken

Martinus Nijhoff Social Sciences Division, 1978

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注記

Bibliography: p. 211-218

Includes indexes

内容説明・目次

内容説明

This book is concerned with control issues in complex industrial organizations. The word control is used here in a rather wide sense, including decision making, coordination and planning as well as activities such as the design and implementation of organizational structures or computerized information systems. There are various ways of defining complexity; here we use this term to indicate that the organizations in question consist of many sub organizations which are operationally interdependent but at the same time have a fair degree of independence of control. The control of the interactions between these suborganizations through coordination will be a key issue in this book. The discussion will be confined to industrial organizations; our results are only applicable to a limited extent to other types of organizations such as universities, hospitals or government offices. The main contribution we intend to make in this book is the development of a system oj concepts on control and coordination in industrial organizations which can be used in the design of organizational control structures such as planning systems, information systems or relations between positions or departments. Rather eclectic use has been made of various scientific disCiplines in the development of this conceptual system with some bias towards the use of system theory and cybernetics. The book is intended for professional workers in the field of 'organizational control technology', such as automation and .organization specialists in complex organizations and workers in the related disCiplines at University.

目次

I Background.- 1. Introduction.- 1.1 Organization and control.- 1.2 The approach followed in this study.- 2. Theoretical Background.- 2.1 Introduction.- 2.2 System theory, cybernetics and control theory.- 2.3 Organization theory and theory of organizations.- 3. The Field of this Study: Philips Industries.- 3.1 Introduction.- 3.2 History.- 3.3 Philips Industries in the seventies.- 3.4 Some notes on internal international relations.- II The Structure of Industrial Organizations.- Summary of Part II.- 4. Systems.- 4.1 Some concepts from system theory.- 4.2 Hierarchic systems.- 4.3 Stratified hierarchic systems.- 5. Organizations.- 5.1 The structure of organizations.- 5.2 Control in organizations.- 5.3 Selfcontrol and coordination.- 5.4 The 'levers' of coordination: influence and power.- 5.5 Stratified hierarchies in organizations.- 6. Industrial Organizations.- 6.1 Technology.- 6.2 Conversion systems and non-conversion systems.- 6.3 Physical relations between conversion systems.- 6.4 A hierarchic system of conversion systems.- 6.5 An example: Philips Industries.- III The dynamics of complex industrial organizations.- Summary of Part III.- 7. Control in Industrial Networks.- 7.1 Control as interference reduction.- 7.2 Inertia and interference reduction capacity.- 7.3 Controllability.- 7.4 Interference reduction in industrial networks.- 8. The Dynamics of a Network of Demand Servos.- 8.1 Introduction.- 8.2 The demand servo.- 8.3 Philips Industries as a network of demand servos.- 8.4 Business cycles.- 9. The Dynamics of a Network of Production Systems.- 9.1 The generation of cyclic behaviour.- 9.2 A simulation model.- 9.3 Simulation results.- 9.4 The damping of cyclic behaviour.- 10. The Dynamics of a Network of Social Systems.- 10.1 Transfer of interference.- 10.2 Some intra-organizational interfaces of Philips Industries.- 10.3 Examples of transfer of interference.- IV Control systems for complex industrial organizations.- Summary of part IV.- 11. Control-System Structure.- 11.1 A control paradigm.- 11.2 The integral control system.- 11.3 Decomposition and integration.- 11.4 The Aufbau-Ablauf framework.- 12. Coordination.- 12.1 Integration through coordination.- 12.2 Four coordination modes.- 12.3 Mode-1 coordination.- 12.4 Mode-2, -3 and -4 coordination.- 12.5 The coordination m.- 13. The Aufbau.- 13.1 The nature of the Aufbau.- 13.2 Some design considerations.- 14. The Control-Ablauf.- 14.1 Ablauf decomposition.- 14.2 Futurity.- 14.3 Vertical Ablauf decomposition.- 14.4 Horizontal Ablauf decomposition.- 15. Control-System Design.- 15.1 Control in the Large.- 15.2 Design aspects.- 15.3 Integration of control.- 16. An Example: The Prospect Blue-Print.- 16.1 Introduction.- 16.2 The project.- 16.3 The blue-print.- 16.4 Integration concepts in PROSPECT.- V Conclusion.- 17. Summing Up.- 17.1 Organization and control.- 17.2 A system of control concepts.- 18. Proposals for Further Research.- 18. 1 Industrial organizations.- 18.2 Research beyond industrial organizations.- References.- Name index.

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