Teams, which shape their behaviour patterns in such a way that primarily the closeness needs of the employees are satisfied, often appear like this to the observer: • The separation from other teams and parts of the organisation are very much in the foreground. You wish to be amongst yourselves and reduce the contact to …
If, as attempted here, one understands organisations as systems, which refine their internal reference structure (=selections) more and more and separates one from the other, then it is easily explainable that organisations above a certain size (=selection level) would die rather than change. From a viewpoint of evolutionary theory, one would have to say that, …
Decided decision-making premises – this term summarises everything in an organisation which represents stable and explicit foundations for recurring individual decisions. In the established terminology of system-theoretical organisational studies, Luhmann sums these up as decision-making paths, staffing, as well as all defined processes and activities of a (formal) organisation. Referring to the guiding distinctions presented …
Can something that is not decidable be a basis for other decisions? It is exactly this which should be expressed with this rather strange term. Maybe the simplest way to understand this is imagining that, as a visitor to an organisation, you observe that everyone is extraordinarily friendly and on first name terms, and you …
The long and tangled struggle about what organisational culture actually is, stimulates the theory to bring a little order into the matter by means of other, new concepts. With ‘undecided decision-making premises’ as a definition of organisational culture, we pick up a terminology here, which comes from Luhmann and was refined by Stefan Kuehl. What …
It is very important for the understanding of the guiding process ‘Interaction Patterns’ (team dynamics), the guiding process ‘Social Complexity’ (organisational dynamics) as well as the term ‘organisational culture, to distinguish between the pattern form ‘values’ and the pattern forms ‘rules’ and ‘norms’. All three generate their validity very differently and serve different functions. The …
For the understanding of the guiding process ‘Interaction Patterns’ (team dynamics) as well as the term organisational culture, it is very important to differentiate between the pattern form ‘norms’ and the pattern forms ‘values’ as well as ‘rules’. All three generate their validity very differently and serve different functions. Norms serve to describe deviating behaviour …
For an understanding of the guiding process ‘Interaction Patterns’ (team dynamics), the guiding process ‘Handling the Present’ (Organisational Dynamics), as well as the term, organisational culture, it is very important to differentiate between the pattern form ‘rules and the pattern forms ‘values’ as well as ‘norms’. All three generate their validity very differently and serve …
Often, it is the everyday beliefs, which are theoretically misleading. With markets, many think about a large square with many stalls, at which goods are held up and offered to the customers, who are pushing themselves through narrow streets. Then there are negotiations and purchases. However, this is not the way the global market works, …
If systems have time structures, then this also applies to organisations and their sub-systems (functional areas). System-theoretically, the creation of ‘simultaneity of system and environment’ is a central task of any system (How does it happen that the water snake arrives punctually as the tadpoles grow larger?). Even the functional areas of organisations must establish …