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Digg it UP - Socio-Technical Systems and Organizational Values
For a business to be profitable, revenue must exceed expenses. To increase the amount of revenue, many businesses look for ways to reduce expenses. Start by analyzing your current expenses. Categorize them into two distinct groups, one for expenses you have to have, and the other for expenses you can possibly lower or eliminate from your business budget.Travel and entertainmentThe areas most businesses can drastically cut down on are travel and entertainment expenses. You can still have a Christmas party, but scale it down to the staff only rather than inviting spouses. Change the location to save on cost. If your company is in jeopardy of survival your employees will understand. Discuss the reasons why such changes are taking place in advance.Necessary expensesTake a look at expenditures including insurance and cleaning. Have your insurance and other variable expenses re-evaluated. You may be eligible for additional discounts. Comparison shop with other companies as well to ensure the best rates possible for the coverage you need. If you are spending large amounts of money to have the office cleaned, consider cutting the services back one or two days per week. This will result in a large savings over time.High phone and utility bills are often an area most businesses can reduce costs in. Make sure lights and business equipment are turned off when not in use. Have employees keep a log of long distance phone calls. Avoid making them if at all possible. Try alternate communication methods including email and letters.Standardize
• Procedures define operational procedures in an organization. Procedures are statements of rules and norms formally written. Outside the formal written procedural statements are unofficial ties to data flow and reporting relationships. Procedures attempt to define culture in a STS but the informal norms and behaviors are equally important to understand when developing a STS model.
• Laws and regulations are similar to procedures but impose stronger public sanctions when violated.
• Data and data structures in STS involve collection and storage of an organization’s information. Additionally, this element explains data use, retrieval, or presentation for use.
An organization’s socio-technical system supports the business as a great place to work. More than that, STS is a key factor to supporting leadership initiatives, vision, and values. Observed in 1949 in Great Britain, researchers developed socio-technical systems in South Yorkshire coalmines. They saw the technical improvements in mining coal combined with highly motivated work groups who self-regulated and collaborated closely became more productive than traditional work groups with the same technological improvements. Another observation was the self-regulated and collaborative teams were more cooperative among themselves, performing multiple
A business card can be an extremely useful tool for marketing your business and yourself. Your business card should be professional in appearance and have several different methods to contact you. These should include telephone number, fax number, email address and mailing address. Additional contact information is a plus.One of the biggest mistakes you can make with your business cards is not handing enough of them out. Business cards are an inexpensive way of leaving a piece of yourself with a potential client.Handing you card to the right people is also very important. Get your business cards into the hands of decision makers. The people who can make the all-important buying decision are ideal candidates.Most importantly, don’t leave them sitting in the box! Take them with you and use them whenever a situation invites itself. This can be at business functions or any other type of activity where the subject of your business comes up.Be ready and don’t miss your opportunity. If you make a good impression on a person and later they are in need of your service or product, they may end up pulling out your business card and contacting you.When your information changes, make sure you get new cards made right away. Don’t fall into the unprofessional habit of crossing out old telephone numbers or email addresses. Spend the extra couple of dollars and do it right.Remember, first impressions are the most important. If you only get one chance to impress upon someone, don’t blow it with a hand written, white out, or other sloppy looking mistakes.Your
Values
In business, small and large, values determine course the business sets for itself. Yukl (2006) defines values as key statements of an organization. The value statement is ideological, what the organization considers important. Many values find their way into organizations including customer service, innovation, satisfaction of internal and external constituents, and excellence. Yulk’s view of values suggests something deeper. Organizational values and value creation are the soul of competitive edge, competitive advantage.
Hill and Jones (1998) write of management values as statements of how managers will conduct themselves and how they will do business. Managers in high performing businesses conduct themselves with stakeholders in mind. Winston (2002) suggests that high performing leaders accept the values of the organization as being of higher consequence and importance.
Systems
Values of an organization (customer service, innovation, satisfaction) imply an organization is a system. Senge (1990) tells us that organizations are organic systems of interconnected and interrelated sub-groups. This suggests more than brick and mortar structures, it suggests organizations of people, technology, and social interaction. Technology, according to Davis (1996), is a “conceptual bridge” between science and economics. This link gives form to how organizations manage. Conversely, Wren (2005) presents the view of technological change being disturbing to the social system of an organization. Socio-technical systems offer leverage to dispel the disturbing nature of change.
Socio-Technical Systems
Lee (2000) explains social of the socio-technical systems as the habitual attitudes of people. He includes the relationships between people with their values and behavioral styles. He also describes it as the formal power structure identified using traditional organizational charts. However, he continues with the aspect of an informal power structure based on influence and knowledge. The technical system makes up second part of the dyad. This system, according to Lee (2000), is “machinery, processes, procedures and a physical arrangement.”
A socio-technical system, abbreviated STS for the remainder of this paper, is people and technology blended. Yet, this is a much too simple definition. Some elements of STS are closely interrelated; therefore, it is not easy to distinguished items within a STS as purely technical or purely social. Aldridge (2004) explains STS as approaching organizational work groups as social systems and macro social systems. A third level of work observed is primary work systems. The primary work system according to Aldridge is one or more work units involved in face-to-face work. Work units collaborate jointly and have support of management, relevant technology, resources, and workplace specialists. Aldridge includes the writings of Trist (1981) when defining macro social systems, “…macro social systems include systems in communities and entire business sectors as well as societal institutions” (Trist, 1981, pg. 11). The STS design in work groups is increasing productivity of the group and increasing job satisfaction through optimization of social factors and integration with technical factors.
Elements of STS
According to an anonymous article on STS, the author explains some of the components integrated into a functional socio-technical system. Explained separately, each component has its own character; however, it is clear how closely linked each is and overlaps the others.
• Hardware is computers and computing peripherals, the classic technology of modern business. Organizations today do not exist without some kind of computing network, connecting wires, routers, and individual workstations.
• Software includes operating systems (Windows, UNIX, Apple, etc). As technology advances, it is increasingly difficult to separate hardware and software. Software varies based on organizational needs; yet software allows companies to create data for storage on hardware devices. The software often runs from the same hardware devices used for storage. Software facilitates social interaction by allowing distantly remote people an opportunity to message each other in almost real-time.
• Physical surroundings (physical setting) help establish the social and technical rules of engagement. Building with an open floor plan and open desk arrangement allows open social interaction among workers. Buildings with offices separating workers reduce interaction. Managers with an inner sanctum guarded by a secretary’s office establish a hierarchy of power.
• People, by name and by title, make up an integral part of any organization culture, social environment. Within an organization people have roles they play, positions they work in, and ancillary roles they exercise. Within their roles, they use their surrounds with hardware and software to support their roles.
• Procedures define operational procedures in an organization. Procedures are statements of rules and norms formally written. Outside the formal written procedural statements are unofficial ties to data flow and reporting relationships. Procedures attempt to define culture in a STS but the informal norms and behaviors are equally important to understand when developing a STS model.
• Laws and regulations are similar to procedures but impose stronger public sanctions when violated.
• Data and data structures in STS involve collection and storage of an organization’s information. Additionally, this element explains data use, retrieval, or presentation for use.
An organization’s socio-technical system supports the business as a great place to work. More than that, STS is a key factor to supporting leadership initiatives, vision, and values. Observed in 1949 in Great Britain, researchers developed socio-technical systems in South Yorkshire coalmines. They saw the technical improvements in mining coal combined with highly motivated work groups who self-regulated and collaborated closely became more productive than traditional work groups with the same technological improvements. Another observation was the self-regulated and collaborative teams were more cooperative among themselves, performing multiple t
When looking for a telecommuting position, it is very important to have your resume in tip-top shape. This is often the only thing that a potential employer has to base a hiring decision on since they most likely will not be interviewing you in person, your resume has to make that great first impression for you.When your resume comes across the fax line or is opened in an email, it needs to be presented as professionally as possible. Besides the obvious typos and misuse of words, your resume needs to be highly organized and make a great impression as quickly as it reaches your potential employers hands. With some organizational skills and a little work your resume can be the one that stands out.Where should you start, I would suggest starting with a list of your skills. Most people would probably not start in that manner but I think that it gives you a more positive basis to work from. When I speak of skills, I don't just mean how many words you type or that you can operate a hundred programs on your computer. Use skills from volunteering with every organization from the school PTO to your church. You might be surprised when you really stop and think of everything that you learned while being an officer in the PTO or organizing the volunteers for the Little League concession stand. All of these are skills can be effectively used when organizing your resume. Not only do they require leadership and organizational skills but an ability to work well with others.Now that you have your skills listed, you should be pretty proud of yourself. Sometimes making a list o
Systems
Values of an organization (customer service, innovation, satisfaction) imply an organization is a system. Senge (1990) tells us that organizations are organic systems of interconnected and interrelated sub-groups. This suggests more than brick and mortar structures, it suggests organizations of people, technology, and social interaction. Technology, according to Davis (1996), is a “conceptual bridge” between science and economics. This link gives form to how organizations manage. Conversely, Wren (2005) presents the view of technological change being disturbing to the social system of an organization. Socio-technical systems offer leverage to dispel the disturbing nature of change.
Socio-Technical Systems
Lee (2000) explains social of the socio-technical systems as the habitual attitudes of people. He includes the relationships between people with their values and behavioral styles. He also describes it as the formal power structure identified using traditional organizational charts. However, he continues with the aspect of an informal power structure based on influence and knowledge. The technical system makes up second part of the dyad. This system, according to Lee (2000), is “machinery, processes, procedures and a physical arrangement.”
A socio-technical system, abbreviated STS for the remainder of this paper, is people and technology blended. Yet, this is a much too simple definition. Some elements of STS are closely interrelated; therefore, it is not easy to distinguished items within a STS as purely technical or purely social. Aldridge (2004) explains STS as approaching organizational work groups as social systems and macro social systems. A third level of work observed is primary work systems. The primary work system according to Aldridge is one or more work units involved in face-to-face work. Work units collaborate jointly and have support of management, relevant technology, resources, and workplace specialists. Aldridge includes the writings of Trist (1981) when defining macro social systems, “…macro social systems include systems in communities and entire business sectors as well as societal institutions” (Trist, 1981, pg. 11). The STS design in work groups is increasing productivity of the group and increasing job satisfaction through optimization of social factors and integration with technical factors.
Elements of STS
According to an anonymous article on STS, the author explains some of the components integrated into a functional socio-technical system. Explained separately, each component has its own character; however, it is clear how closely linked each is and overlaps the others.
• Hardware is computers and computing peripherals, the classic technology of modern business. Organizations today do not exist without some kind of computing network, connecting wires, routers, and individual workstations.
• Software includes operating systems (Windows, UNIX, Apple, etc). As technology advances, it is increasingly difficult to separate hardware and software. Software varies based on organizational needs; yet software allows companies to create data for storage on hardware devices. The software often runs from the same hardware devices used for storage. Software facilitates social interaction by allowing distantly remote people an opportunity to message each other in almost real-time.
• Physical surroundings (physical setting) help establish the social and technical rules of engagement. Building with an open floor plan and open desk arrangement allows open social interaction among workers. Buildings with offices separating workers reduce interaction. Managers with an inner sanctum guarded by a secretary’s office establish a hierarchy of power.
• People, by name and by title, make up an integral part of any organization culture, social environment. Within an organization people have roles they play, positions they work in, and ancillary roles they exercise. Within their roles, they use their surrounds with hardware and software to support their roles.
• Procedures define operational procedures in an organization. Procedures are statements of rules and norms formally written. Outside the formal written procedural statements are unofficial ties to data flow and reporting relationships. Procedures attempt to define culture in a STS but the informal norms and behaviors are equally important to understand when developing a STS model.
• Laws and regulations are similar to procedures but impose stronger public sanctions when violated.
• Data and data structures in STS involve collection and storage of an organization’s information. Additionally, this element explains data use, retrieval, or presentation for use.
An organization’s socio-technical system supports the business as a great place to work. More than that, STS is a key factor to supporting leadership initiatives, vision, and values. Observed in 1949 in Great Britain, researchers developed socio-technical systems in South Yorkshire coalmines. They saw the technical improvements in mining coal combined with highly motivated work groups who self-regulated and collaborated closely became more productive than traditional work groups with the same technological improvements. Another observation was the self-regulated and collaborative teams were more cooperative among themselves, performing multiple
Opportunity costs is a term used in economics to explain that for every decision made in business (or personally) there is both an opportunity and a cost associated with that opportunity. If you have never been exposed to opportunity cost before it may not make a lot of sense, so I will summarize the concept in simple terms so you understand this very important concept.Let’s say you can only have either chicken or hamburger for dinner tonight, but not both. The opportunity to have chicken will cost you the opportunity to have hamburger. Likewise, if you choose to have hamburger, it will cost you the opportunity to have chicken. The opportunity cost analogy can be applied to every decision we make, every waking moment of our lives. When you wake up in the morning, you can choose to wear slippers or shoes but not both. If you choose shoes, it will cost you the opportunity to wear slippers and vice versa. Give this some thought and you will see that you make decisions on how to use your time and if you spend time at one task, it will cost you the time to apply to the next task and so on. The opportunity to stay awake cost you the opportunity to sleep. The opportunity to get married costs you the opportunity to be single. You get the idea. The key is to grasp the enormity of this concept in your daily life and just as importantly, how you spend time at work or in business.You are either unemployed, employed, self employed, a business owner or an investor. And in each case there is an opportunity and an associated cost. Can you determine what the opportunities and costs are?
Elements of STS
According to an anonymous article on STS, the author explains some of the components integrated into a functional socio-technical system. Explained separately, each component has its own character; however, it is clear how closely linked each is and overlaps the others.
• Hardware is computers and computing peripherals, the classic technology of modern business. Organizations today do not exist without some kind of computing network, connecting wires, routers, and individual workstations.
• Software includes operating systems (Windows, UNIX, Apple, etc). As technology advances, it is increasingly difficult to separate hardware and software. Software varies based on organizational needs; yet software allows companies to create data for storage on hardware devices. The software often runs from the same hardware devices used for storage. Software facilitates social interaction by allowing distantly remote people an opportunity to message each other in almost real-time.
• Physical surroundings (physical setting) help establish the social and technical rules of engagement. Building with an open floor plan and open desk arrangement allows open social interaction among workers. Buildings with offices separating workers reduce interaction. Managers with an inner sanctum guarded by a secretary’s office establish a hierarchy of power.
• People, by name and by title, make up an integral part of any organization culture, social environment. Within an organization people have roles they play, positions they work in, and ancillary roles they exercise. Within their roles, they use their surrounds with hardware and software to support their roles.
• Procedures define operational procedures in an organization. Procedures are statements of rules and norms formally written. Outside the formal written procedural statements are unofficial ties to data flow and reporting relationships. Procedures attempt to define culture in a STS but the informal norms and behaviors are equally important to understand when developing a STS model.
• Laws and regulations are similar to procedures but impose stronger public sanctions when violated.
• Data and data structures in STS involve collection and storage of an organization’s information. Additionally, this element explains data use, retrieval, or presentation for use.
An organization’s socio-technical system supports the business as a great place to work. More than that, STS is a key factor to supporting leadership initiatives, vision, and values. Observed in 1949 in Great Britain, researchers developed socio-technical systems in South Yorkshire coalmines. They saw the technical improvements in mining coal combined with highly motivated work groups who self-regulated and collaborated closely became more productive than traditional work groups with the same technological improvements. Another observation was the self-regulated and collaborative teams were more cooperative among themselves, performing multiple
Millionaires especially those who started out with nothing at all are the best examples of people who have creativity and made it big. Sometimes this happened by chance while others because there was a need.When Marie was a child, the parents did the best to make sure this girl had a happy life. Since the daughter had a passion for skating, the family did whatever was needed to make sure this could happen.In the years to come, Marie began to understand how difficult it was. The practice dresses and the outfits used in competitions were a bit expensive so Marie started making some using the sewing machine at home instead.Mom’s training in sewing really paid off here because not only did Marie make a few, this person was able to sell a few to some of the other skaters. After taking a course in fashion technology in college, this girl started a business by making some designs at home and then customizing it if that is the customer’s request.Years later, Marie realized that the demand for skating dresses was going down. Since this individual had the equipment and the fabric at home, the only way to make it survive will be to venture to other things such as formal wear and costumes.There were always debuts and weddings all year round. Since the market was quite big, Marie decided to join the competition and provide something better perhaps to those that are already being done in the industry.Marie found this a bit more challenging since the clients were grown ups and each of the designs were different. In most cases, the customer will look over a magazine and poin
• Software includes operating systems (Windows, UNIX, Apple, etc). As technology advances, it is increasingly difficult to separate hardware and software. Software varies based on organizational needs; yet software allows companies to create data for storage on hardware devices. The software often runs from the same hardware devices used for storage. Software facilitates social interaction by allowing distantly remote people an opportunity to message each other in almost real-time.
• Physical surroundings (physical setting) help establish the social and technical rules of engagement. Building with an open floor plan and open desk arrangement allows open social interaction among workers. Buildings with offices separating workers reduce interaction. Managers with an inner sanctum guarded by a secretary’s office establish a hierarchy of power.
• People, by name and by title, make up an integral part of any organization culture, social environment. Within an organization people have roles they play, positions they work in, and ancillary roles they exercise. Within their roles, they use their surrounds with hardware and software to support their roles.
• Procedures define operational procedures in an organization. Procedures are statements of rules and norms formally written. Outside the formal written procedural statements are unofficial ties to data flow and reporting relationships. Procedures attempt to define culture in a STS but the informal norms and behaviors are equally important to understand when developing a STS model.
• Laws and regulations are similar to procedures but impose stronger public sanctions when violated.
• Data and data structures in STS involve collection and storage of an organization’s information. Additionally, this element explains data use, retrieval, or presentation for use.
An organization’s socio-technical system supports the business as a great place to work. More than that, STS is a key factor to supporting leadership initiatives, vision, and values. Observed in 1949 in Great Britain, researchers developed socio-technical systems in South Yorkshire coalmines. They saw the technical improvements in mining coal combined with highly motivated work groups who self-regulated and collaborated closely became more productive than traditional work groups with the same technological improvements. Another observation was the self-regulated and collaborative teams were more cooperative among themselves, performing multiple
I am writing this column prompted by a recent column in USA Today concerning the difficulty in getting to a live person when experiencing service troubles. The writer gave examples of some national companies that were difficult, if not impossible, to get to if one needed to speak with a live person for help.I laughed as I read the article knowing full well that here in the Mid-South, land of hospitality and assistance, this was not the case. I knew that my local providers put emphasis on customer service and support. Ease of solutions was the southern way, I thought.I also knew that, utilizing my own technical wisdom and knowledge, I would never purchase a product or service from a company that made it difficult to speak to someone who would help me. My life was exempt from delays in getting help due to automated attendants and answering devices standing between help and me.Wrong.I made a list of the important products and services that I use every day in work and at home. These include my local telephone service, long distance, wireless provider, PC hardware and software support, Direct TV, cable TV (yep…I’ve got both. I’ll tell you why later), broadband Internet service, banking, and utilities. I then expanded the list to include my doctor, local hospital, hair salon (are there any barbers left?), my attorney, my CPA, and my dentist.I then decided that I would call each of these customer service locations or main numbers and see how long it took to get “real-person” assistance.That was the beginning of a bad day.Calls to each of these companies
• Procedures define operational procedures in an organization. Procedures are statements of rules and norms formally written. Outside the formal written procedural statements are unofficial ties to data flow and reporting relationships. Procedures attempt to define culture in a STS but the informal norms and behaviors are equally important to understand when developing a STS model.
• Laws and regulations are similar to procedures but impose stronger public sanctions when violated.
• Data and data structures in STS involve collection and storage of an organization’s information. Additionally, this element explains data use, retrieval, or presentation for use.
An organization’s socio-technical system supports the business as a great place to work. More than that, STS is a key factor to supporting leadership initiatives, vision, and values. Observed in 1949 in Great Britain, researchers developed socio-technical systems in South Yorkshire coalmines. They saw the technical improvements in mining coal combined with highly motivated work groups who self-regulated and collaborated closely became more productive than traditional work groups with the same technological improvements. Another observation was the self-regulated and collaborative teams were more cooperative among themselves, performing multiple tasks rather than one man one job, and committed to Ortgeist (spirit of the place) (Aldridge, 2004).
STS Applied Organizationally
A recent Internet search found the U.S. Federal Aviation Administration Logistic Center’s statement of beliefs and commitments. Not all cited here; however, these selected ones reinforce concepts of socio-technical systems.
• Results Oriented – The Logistics Center constantly drives for results and success. We drive issues to closure, persist despite obstacles and opposition, and maintain a high energy level. Our employees readily put in the needed time and effort to achieve results.
• Innovation – The future of the Logistics Center is assured only as long as it welcomes and rewards innovation, creativity, and resourcefulness. We recognize “trial and error” as being elements of innovation and continuous improvement. Innovation has been the cause of success for the Logistics Center.
• Quality – We provide the best quality in all of our products and services. Our goal is to exceed industry benchmarks.
• People – People are our most important resource. We respect the individual’s dignity and value their contributions. We invest in training and education to give our employees the tools to make the Logistics Center a world-class organization.
• Teamwork and Collaboration – The Logistics Center provides a positive and challenging environment that supports the achievement of mission goals and fosters team spirit. We are partners with our customers, stakeholders, suppliers, and are committed to union/management partnerships.
• Integrity and Openness – The Logistics Center values trust, sincerity, honesty, and candor in relationships both personally and organizationally. We encourage our employees to express ideas, opinions, and thoughts in an honest and genuine manner.
• Corporate Citizenship – The Logistics Center values a positive corporate image and is sensitive to our corporate responsibilities to the community. We actively participate and support community involvement. In post-industrial organizations, STS helps leaders create constructs that are enabling, empowering, in turn, enabling and empowering accelerates communication, and learning and knowledge. Within the context of knowledge building and knowledge, sharing, STS, through collaboration, allows work groups’ flexibility to develop original work patterns and competitive advantage.
Leaders Role in STS
Davis (1996) urges successful leaders to lead as if the future is now. Accomplishing this means seeing the final product rather than the processes of the product. STS employs the right people and the right technology at the right time within a structure that supports organizational values. In an environment of rapid change, having a competitive advantage allows organizational foresight. However, foresight requires maintaining core values. Socio-technical systems support organizational values by maintaining organizational memory and shared experiences. Memory and shared experiences provide views of where the organization was while keeping everyone tracking toward future vision. An organization with strong STS standards uses their technology to preserve history, create performance benchmarks, and develop knowledge and learning environments. Strong quality systems demonstrate teams’ abilities to eliminate obsolete practices while staying within the framework of original values.
Conclusion
Stated earlier, organizations are systems of interrelated parts with differing skills and skill levels. STS, working within an organizations value system promotes wisely those with skills, knowledge, and ability. Additionally, STS, working with the value system, provides workers with the tools needed to grow in the skills, knowledge, and abilities so they, too, can be promoted. Members of self-directed teams seek new or improved skills from within the STS and through their interconnection with team members. Self-directed teams improved productivity and commitment to the team and organization in English coalmines in 1949 and self-directed teams continue being productive and committed. Therefore, an organization employing socio-technical systems can grow into the future, yet hold fast to its historical past and the values making the group viable.
References
Aldridge, J. W. (2004). aboutChange Solutions. Encyclopedia of Distributed Learning (ISBN 0-7619-2451-5). Thousand Oaks, CA: Sage Publications.
Anonymous, (no date). Why a Social-Technical System? Retrieved online January 12, 2006 from http://www.computingcases.org/general_tools/sia/socio_tech_systems.html.
Anonymous, (1996 – May-June). Maintaining Organizational Memories. TQM/CCI News. Retrieved January 22, 2006 from http://www.grafix9000.com/documents/ccinews_organizational-memory.pdf.
Davis, S. (1996). Future Perfect. Reading, MA: Addison-Wesley.
Hill, C. W. L. & Jones, G. R. (1998). Strategic Management: An Integrated Approach. Boston, MA: Houghton Mifflin Company.
Lee, Q., (2000). Quality in the Balance: Six-Sigma – A Socio-Technical System. Retrieved online January 12, 2006 from http://www.sixsigma.com/library/content/c020902a.asp.
Senge, P. M. (1990). The Fifth Discipline: The art & practice of the learning organization. New York, NY: Currency and Doubleday.
Trist, E. L. (1981). The evolution of socio-technical syste
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