| Modern organizations define themselves
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| | self-regulated and collaborative teams
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| using statements of vision. They state
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| | were more cooperative among themselves,
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| their vision in terms of human resources
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| | performing multiple tasks rather than one
|
| and technology, a socio-technical view.
| |
| | man one job, and committed to Ortgeist
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| Modern organizations also define
| |
| | (spirit of the place) (Aldridge,
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| themselves in terms of values. New
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| | 2004).STS Applied OrganizationallyA
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| employees entering the organization learn
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| | recent Internet search found the U.S.
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| the value system from employees with
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| | Federal Aviation Administration Logistic
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| longevity in it. How organizations
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| | Center's statement of beliefs and
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| incorporate socio-technical systems as a
| |
| | commitments. Not all cited here; however,
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| reinforcement tool of their value system
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| | these selected ones reinforce concepts of
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| is the focus of this paper.ValuesIn
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| | socio-technical systems.- Results
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| business, small and large, values
| |
| | Oriented - The Logistics Center
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| determine course the business sets for
| |
| | constantly drives for results and
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| itself. Yukl (2006) defines values as key
| |
| | success. We drive issues to closure,
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| statements of an organization. The value
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| | persist despite obstacles and opposition,
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| statement is ideological, what the
| |
| | and maintain a high energy level. Our
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| organization considers important. Many
| |
| | employees readily put in the needed time
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| values find their way into organizations
| |
| | and effort to achieve
|
| including customer service, innovation,
| |
| | results.- Innovation - The future of the
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| satisfaction of internal and external
| |
| | Logistics Center is assured only as long
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| constituents, and excellence. Yulk's view
| |
| | as it welcomes and rewards innovation,
|
| of values suggests something deeper.
| |
| | creativity, and resourcefulness. We
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| Organizational values and value creation
| |
| | recognize "trial and error" as being
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| are the soul of competitive edge,
| |
| | elements of innovation and continuous
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| competitive advantage.Hill and Jones
| |
| | improvement. Innovation has been the
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| (1998) write of management values as
| |
| | cause of success for the Logistics
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| statements of how managers will conduct
| |
| | Center.- Quality - We provide the best
|
| themselves and how they will do business.
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| | quality in all of our products and
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| Managers in high performing businesses
| |
| | services. Our goal is to exceed industry
|
| conduct themselves with stakeholders in
| |
| | benchmarks.- People - People are our most
|
| mind. Winston (2002) suggests that high
| |
| | important resource. We respect the
|
| performing leaders accept the values of
| |
| | individual's dignity and value their
|
| the organization as being of higher
| |
| | contributions. We invest in training and
|
| consequence and importance.SystemsValues
| |
| | education to give our employees the tools
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| of an organization (customer service,
| |
| | to make the Logistics Center a
|
| innovation, satisfaction) imply an
| |
| | world-class organization.- Teamwork and
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| organization is a system. Senge (1990)
| |
| | Collaboration - The Logistics Center
|
| tells us that organizations are organic
| |
| | provides a positive and challenging
|
| systems of interconnected and
| |
| | environment that supports the achievement
|
| interrelated sub-groups. This suggests
| |
| | of mission goals and fosters team spirit.
|
| more than brick and mortar structures, it
| |
| | We are partners with our customers,
|
| suggests organizations of people,
| |
| | stakeholders, suppliers, and are
|
| technology, and social interaction.
| |
| | committed to union/management
|
| Technology, according to Davis (1996), is
| |
| | partnerships.- Integrity and Openness -
|
| a "conceptual bridge" between science and
| |
| | The Logistics Center values trust,
|
| economics. This link gives form to how
| |
| | sincerity, honesty, and candor in
|
| organizations manage. Conversely, Wren
| |
| | relationships both personally and
|
| (2005) presents the view of technological
| |
| | organizationally. We encourage our
|
| change being disturbing to the social
| |
| | employees to express ideas, opinions, and
|
| system of an organization.
| |
| | thoughts in an honest and genuine
|
| Socio-technical systems offer leverage to
| |
| | manner.- Corporate Citizenship - The
|
| dispel the disturbing nature of
| |
| | Logistics Center values a positive
|
| change.Socio-Technical SystemsLee (2000)
| |
| | corporate image and is sensitive to our
|
| explains social of the socio-technical
| |
| | corporate responsibilities to the
|
| systems as the habitual attitudes of
| |
| | community. We actively participate and
|
| people. He includes the relationships
| |
| | support community involvement.
|
| between people with their values and
| |
| | In post-industrial organizations, STS
|
| behavioral styles. He also describes it
| |
| | helps leaders create constructs that are
|
| as the formal power structure identified
| |
| | enabling, empowering, in turn, enabling
|
| using traditional organizational charts.
| |
| | and empowering accelerates communication,
|
| However, he continues with the aspect of
| |
| | and learning and knowledge. Within the
|
| an informal power structure based on
| |
| | context of knowledge building and
|
| influence and knowledge. The technical
| |
| | knowledge, sharing, STS, through
|
| system makes up second part of the dyad.
| |
| | collaboration, allows work groups'
|
| This system, according to Lee (2000), is
| |
| | flexibility to develop original work
|
| "machinery, processes, procedures and a
| |
| | patterns and competitive
|
| physical arrangement."A socio-technical
| |
| | advantage.Leaders Role in STSDavis (1996)
|
| system, abbreviated STS for the remainder
| |
| | urges successful leaders to lead as if
|
| of this paper, is people and technology
| |
| | the future is now. Accomplishing this
|
| blended. Yet, this is a much too simple
| |
| | means seeing the final product rather
|
| definition. Some elements of STS are
| |
| | than the processes of the product. STS
|
| closely interrelated; therefore, it is
| |
| | employs the right people and the right
|
| not easy to distinguished items within a
| |
| | technology at the right time within a
|
| STS as purely technical or purely social.
| |
| | structure that supports organizational
|
| Aldridge (2004) explains STS as
| |
| | values.
|
| approaching organizational work groups as
| |
| | In an environment of rapid change,
|
| social systems and macro social systems.
| |
| | having a competitive advantage allows
|
| A third level of work observed is primary
| |
| | organizational foresight. However,
|
| work systems. The primary work system
| |
| | foresight requires maintaining core
|
| according to Aldridge is one or more work
| |
| | values. Socio-technical systems support
|
| units involved in face-to-face work. Work
| |
| | organizational values by maintaining
|
| units collaborate jointly and have
| |
| | organizational memory and shared
|
| support of management, relevant
| |
| | experiences. Memory and shared
|
| technology, resources, and workplace
| |
| | experiences provide views of where the
|
| specialists. Aldridge includes the
| |
| | organization was while keeping everyone
|
| writings of Trist (1981) when defining
| |
| | tracking toward future vision. An
|
| macro social systems, "...macro social
| |
| | organization with strong STS standards
|
| systems include systems in communities
| |
| | uses their technology to preserve
|
| and entire business sectors as well as
| |
| | history, create performance benchmarks,
|
| societal institutions" (Trist, 1981, pg.
| |
| | and develop knowledge and learning
|
| 11). The STS design in work groups is
| |
| | environments. Strong quality systems
|
| increasing productivity of the group and
| |
| | demonstrate teams' abilities to eliminate
|
| increasing job satisfaction through
| |
| | obsolete practices while staying within
|
| optimization of social factors and
| |
| | the framework of original
|
| integration with technical
| |
| | values.ConclusionStated earlier,
|
| factors.Elements of STSAccording to an
| |
| | organizations are systems of interrelated
|
| anonymous article on STS, the author
| |
| | parts with differing skills and skill
|
| explains some of the components
| |
| | levels. STS, working within an
|
| integrated into a functional
| |
| | organizations value system promotes
|
| socio-technical system. Explained
| |
| | wisely those with skills, knowledge, and
|
| separately, each component has its own
| |
| | ability. Additionally, STS, working with
|
| character; however, it is clear how
| |
| | the value system, provides workers with
|
| closely linked each is and overlaps the
| |
| | the tools needed to grow in the skills,
|
| others.- Hardware is computers and
| |
| | knowledge, and abilities so they, too,
|
| computing peripherals, the classic
| |
| | can be promoted. Members of self-directed
|
| technology of modern business.
| |
| | teams seek new or improved skills from
|
| Organizations today do not exist without
| |
| | within the STS and through their
|
| some kind of computing network,
| |
| | interconnection with team members.
|
| connecting wires, routers, and individual
| |
| | Self-directed teams improved
|
| workstations.- Software includes
| |
| | productivity and commitment to the team
|
| operating systems (Windows, UNIX, Apple,
| |
| | and organization in English coalmines in
|
| etc). As technology advances, it is
| |
| | 1949 and self-directed teams continue
|
| increasingly difficult to separate
| |
| | being productive and committed.
|
| hardware and software. Software varies
| |
| | Therefore, an organization employing
|
| based on organizational needs; yet
| |
| | socio-technical systems can grow into the
|
| software allows companies to create data
| |
| | future, yet hold fast to its historical
|
| for storage on hardware devices. The
| |
| | past and the values making the group
|
| software often runs from the same
| |
| | viable.References
|
| hardware devices used for storage.
| |
| | Aldridge, J. W. (2004). aboutChange
|
| Software facilitates social interaction
| |
| | Solutions. Encyclopedia of Distributed
|
| by allowing distantly remote people an
| |
| | Learning (ISBN 0-7619-2451-5). Thousand
|
| opportunity to message each other in
| |
| | Oaks, CA: Sage Publications.
|
| almost real-time.- Physical surroundings
| |
| | Anonymous, (no date). Why a
|
| (physical setting) help establish the
| |
| | Social-Technical System? Retrieved online
|
| social and technical rules of engagement.
| |
| | January 12, 2006 from
|
| Building with an open floor plan and open
| |
| | Anonymous, (1996 - May-June).
|
| desk arrangement allows open social
| |
| | Maintaining Organizational Memories. TQM
|
| interaction among workers. Buildings with
| |
| | CCI News. Retrieved January 22, 2006 from
|
| offices separating workers reduce
| |
| |
|
| interaction. Managers with an inner
| |
| | Davis, S. (1996). Future Perfect.
|
| sanctum guarded by a secretary's office
| |
| | Reading, MA: Addison-Wesley.
|
| establish a hierarchy of power.- People,
| |
| | Hill, C. W. L. & Jones, G. R. (1998).
|
| by name and by title, make up an integral
| |
| | Strategic Management: An Integrated
|
| part of any organization culture, social
| |
| | Approach. Boston, MA: Houghton Mifflin
|
| environment. Within an organization
| |
| | Company.
|
| people have roles they play, positions
| |
| | Lee, Q., (2000). Quality in the Balance:
|
| they work in, and ancillary roles they
| |
| | Six-Sigma - A Socio-Technical System.
|
| exercise. Within their roles, they use
| |
| | Retrieved online January 12, 2006 from
|
| their surrounds with hardware and
| |
| | Senge, P. M. (1990). The Fifth
|
| software to support their
| |
| | Discipline: The art & practice of the
|
| roles.- Procedures define operational
| |
| | learning organization. New York, NY:
|
| procedures in an organization. Procedures
| |
| | Currency and Doubleday.
|
| are statements of rules and norms
| |
| | Trist, E. L. (1981). The evolution of
|
| formally written. Outside the formal
| |
| | socio-technical systems: A conceptual
|
| written procedural statements are
| |
| | framework and an action research program.
|
| unofficial ties to data flow and
| |
| | Ontario Quality of Working Life Center,
|
| reporting relationships. Procedures
| |
| | Occasional Paper no. 2.
|
| attempt to define culture in a STS but
| |
| | U. S. Federal Aviation Administration -
|
| the informal norms and behaviors are
| |
| | Logistics Center. Organizational Values.
|
| equally important to understand when
| |
| | Retrieved online January 22, 2006 from
|
| developing a STS model.- Laws and
| |
| | Winston, B. (2002). Be a Leader for
|
| regulations are similar to procedures but
| |
| | God's Sake. Virginia Beach, VA: Regent
|
| impose stronger public sanctions when
| |
| | University, School of Leadership Studies.
|
| violated.- Data and data structures in
| |
| | Wren, D. A. (2005). The History of
|
| STS involve collection and storage of an
| |
| | Management Thought (5th Ed.) Hoboken, NJ:
|
| organization's information. Additionally,
| |
| | John Wiley and Sons, Inc.
|
| this element explains data use,
| |
| | Wren, J. T. (1995). The Leader's
|
| retrieval, or presentation for use.An
| |
| | Companion: Insights on Leadership Through
|
| organization's socio-technical system
| |
| | the Ages. New York, NY: The Free Press.
|
| supports the business as a great place to
| |
| | Yukl, G. (2006). Leadership in
|
| work. More than that, STS is a key factor
| |
| | Organizations (6th ed.). Upper Saddle
|
| to supporting leadership initiatives,
| |
| | River, NJ: Pearson Education.Paul Hoffman
|
| vision, and values. Observed in 1949 in
| |
| | is a student at Regent University
|
| Great Britain, researchers developed
| |
| | studying toward a Doctor of Strategic
|
| socio-technical systems in South
| |
| | Leadership, holds a MA, Leadership and
|
| Yorkshire coalmines. They saw the
| |
| | BS, Organizational Communication. He is
|
| technical improvements in mining coal
| |
| | an adjunct at Bellevue University and
|
| combined with highly motivated work
| |
| | Metropolitan Community College teaching
|
| groups who self-regulated and
| |
| | Leadership, Business Communication, and
|
| collaborated closely became more
| |
| | Speech. Paul is a military veteran of
|
| productive than traditional work groups
| |
| | almost 22 years, has ten years retail
|
| with the same technological improvements.
| |
| | management experience, and six years
|
| Another observation was the
| |
| | academic and teaching experience.
|
