Examines organizations as systems based on interdependence between people rather than structured parts. Goes on to explore organization processes, interfaces and variability as aspects of a dependence principle. Presents a short case study and concludes by arguing that we must stop thinking about organizations as structures and start looking at them as interrelated, self‐responsive, living systems.
Career Development International – Emerald Publishing
Published: Dec 1, 1996
Keywords: Organic organizations; Organizational effectiveness; Organizational processes; Systems integration; Systems management
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