Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Cybernetic‐scanning management Utilizing people's and organizations' energies to attain greater efficiency

Cybernetic‐scanning management Utilizing people's and organizations' energies to attain greater... Purpose – To describe six management thoughts that evolved during the past century in the USA and to link them to the concept of cybernetic‐scanning management (CSM) and to vaguely explore the extent it is practiced in today's organizations. Design/methodology/approach – Employed MBA students were asked to rate the extent their corporations, as they perceive it, practice the CSM framework. The framework was fully discussed in class prior to the ratings. Students were asked to prepare a term paper describing the rationality for their ratings. Findings – Today's organizations pay a lot of attention to the external environment, their organizational structures are still too tall, and the Theory X managerial mindset is still more prevalent than the Theory Y mindset. Research limitations/implications – The study involved only MBA students enrolled in the writer's management and organization course in the school of business at Montclair State University. Therefore, the study's findings cannot be generalized. Practical implications – Organizations need to establish a system where there is more internal communication, cooperation and collaboration among their subunits (e.g. 9/11 and Hurricane Katrina). Originality/value – The study tells us how the past influences the present and the future. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Kybernetes Emerald Publishing

Cybernetic‐scanning management Utilizing people's and organizations' energies to attain greater efficiency

Kybernetes , Volume 36 (1): 15 – Feb 20, 2007

Loading next page...
 
/lp/emerald-publishing/cybernetic-scanning-management-utilizing-people-s-and-organizations-0vmJTbmzzX

References (64)

Publisher
Emerald Publishing
Copyright
Copyright © 2007 Emerald Group Publishing Limited. All rights reserved.
ISSN
0368-492X
DOI
10.1108/03684920710741116
Publisher site
See Article on Publisher Site

Abstract

Purpose – To describe six management thoughts that evolved during the past century in the USA and to link them to the concept of cybernetic‐scanning management (CSM) and to vaguely explore the extent it is practiced in today's organizations. Design/methodology/approach – Employed MBA students were asked to rate the extent their corporations, as they perceive it, practice the CSM framework. The framework was fully discussed in class prior to the ratings. Students were asked to prepare a term paper describing the rationality for their ratings. Findings – Today's organizations pay a lot of attention to the external environment, their organizational structures are still too tall, and the Theory X managerial mindset is still more prevalent than the Theory Y mindset. Research limitations/implications – The study involved only MBA students enrolled in the writer's management and organization course in the school of business at Montclair State University. Therefore, the study's findings cannot be generalized. Practical implications – Organizations need to establish a system where there is more internal communication, cooperation and collaboration among their subunits (e.g. 9/11 and Hurricane Katrina). Originality/value – The study tells us how the past influences the present and the future.

Journal

KybernetesEmerald Publishing

Published: Feb 20, 2007

Keywords: Cybernetics; Resource efficiency; Management technique

There are no references for this article.