Change ManagementEssay Preview: Change ManagementReport this essay#Griffith University, School of Computing and Information Technology,Nathan (Brisbane) QLD 4111, Australia*CSIRO Division of Manufacturing Science and TechnologyLocked Bag 9, Preston (Melbourne), VIC 3072, AustraliaAbstract: We investigate the management system of the enterprise as an agent maintaining a system of objectives. We then analyse the organisation as a set of individual autonomous co-operating agents so that agenthood of the entire enterprise becomes an emergent property of the organisation. Important questions include: under what condition can agenthood emerge? how to create such an organisation?, and how to guarantee that change preserves agenthood?.
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Change Management Essay Preview: Change ManagementReport this essay#Griffith University, School of Computing and Information Technology,Nathan (Brisbane) QLD 4111, AustraliaAbstract: We investigate the management system of the enterprise as an agent maintaining a system of objectives. We then analyse the organisation as a set of individual autonomous co-operating agents so that agenthood of the entire enterprise becomes an emergent property of the organisation. Important questions include: under what condition can agenthood emerge? how to create such an organisation?, and how to guarantee that change preserves agenthood?
QLD 3109, Australia*CSIRO Division of Manufacturing Science and TechnologyLocked Bag 13, Preston (Melbourne), VIC 3070, AustraliaAbstract: We assess the managementism of two sectors: a consumer-directed approach, and an enterprise-centric approach, and evaluate whether co-operation is able to reduce the risk of an agent’s failure. The latter approach results in a strong incentive environment for agents to change, but at the cost of increasing cost-effectiveness and uncertainty, whereas the former reduces the risk of successful agents failing. With regard to the organisational organisation, we describe these areas, and we test and compare these strategies that have been successfully managed using three techniques. We discuss these techniques and their strengths and weaknesses, and ask how a strategy of self-regulation and participatory action and its ability to change agents can be achieved. We do this not by proposing an individualised governance system, but by using a set of principles to determine whether agents, including their managers, are able to manage, change and perform action together. If successful, it is possible that this approach can provide an organisational model that allows agents to act collectively without being constrained and to be guided by a set of individual decisions. If unsuccessful it is possible to move in the desired direction by increasing agents’ confidence and by introducing a series of individual actors to assist in the performance of their organisational and management roles. The next issue involves the effectiveness of an agent’s actions and the mechanisms enabling them to function jointly. Future work is in progress and in the interest of transparency.
QLD 2136, Australia*CSIRO Division of Manufacturing Science and TechnologyLocked Bag 39, Preston (Melbourne), VIC 3070, AustraliaAbstract: We assess the influence of the managementism on the quality and effectiveness of two different processes. We consider that the managers are highly competent and provide high levels of autonomy in many cases. Our findings are in both the behavioural and strategic direction of their management departments. We evaluate the impact the managers have on organisational processes and the effectiveness of their organisational management departments, including how they interact with clients and community organisations across the organisation. We also examine some of the problems that occur when agents and their managers interact to achieve a consistent outcome, including the problems that are caused by the performance of multiple agents on several different tasks. They also share the common denominator of managers with those who do not manage or do not take action, and may benefit from the co-ordinated participation of all professionals in their organisation. These co-operation principles can be adapted to an organisational organisation. If successful, it can be demonstrated that organisational management models are flexible and adaptable to different situations.
QLD 2094, Australia*CSIRO Division of Manufacturing Science and TechnologyLocked Bag 41, Preston (Melbourne), VIC 3070, AustraliaAbstract: We discuss the organisational approach
QLD 3109, Australia*CSIRO Division of Manufacturing Science and TechnologyLocked Bag 13, Preston (Melbourne), VIC 3070, AustraliaAbstract: We assess the managementism of two sectors: a consumer-directed approach, and an enterprise-centric approach, and evaluate whether co-operation is able to reduce the risk of an agent’s failure. The latter approach results in a strong incentive environment for agents to change, but at the cost of increasing cost-effectiveness and uncertainty, whereas the former reduces the risk of successful agents failing. With regard to the organisational organisation, we describe these areas, and we test and compare these strategies that have been successfully managed using three techniques. We discuss these techniques and their strengths and weaknesses, and ask how a strategy of self-regulation and participatory action and its ability to change agents can be achieved. We do this not by proposing an individualised governance system, but by using a set of principles to determine whether agents, including their managers, are able to manage, change and perform action together. If successful, it is possible that this approach can provide an organisational model that allows agents to act collectively without being constrained and to be guided by a set of individual decisions. If unsuccessful it is possible to move in the desired direction by increasing agents’ confidence and by introducing a series of individual actors to assist in the performance of their organisational and management roles. The next issue involves the effectiveness of an agent’s actions and the mechanisms enabling them to function jointly. Future work is in progress and in the interest of transparency.
QLD 2136, Australia*CSIRO Division of Manufacturing Science and TechnologyLocked Bag 39, Preston (Melbourne), VIC 3070, AustraliaAbstract: We assess the influence of the managementism on the quality and effectiveness of two different processes. We consider that the managers are highly competent and provide high levels of autonomy in many cases. Our findings are in both the behavioural and strategic direction of their management departments. We evaluate the impact the managers have on organisational processes and the effectiveness of their organisational management departments, including how they interact with clients and community organisations across the organisation. We also examine some of the problems that occur when agents and their managers interact to achieve a consistent outcome, including the problems that are caused by the performance of multiple agents on several different tasks. They also share the common denominator of managers with those who do not manage or do not take action, and may benefit from the co-ordinated participation of all professionals in their organisation. These co-operation principles can be adapted to an organisational organisation. If successful, it can be demonstrated that organisational management models are flexible and adaptable to different situations.
QLD 2094, Australia*CSIRO Division of Manufacturing Science and TechnologyLocked Bag 41, Preston (Melbourne), VIC 3070, AustraliaAbstract: We discuss the organisational approach
QLD 3109, Australia*CSIRO Division of Manufacturing Science and TechnologyLocked Bag 13, Preston (Melbourne), VIC 3070, AustraliaAbstract: We assess the managementism of two sectors: a consumer-directed approach, and an enterprise-centric approach, and evaluate whether co-operation is able to reduce the risk of an agent’s failure. The latter approach results in a strong incentive environment for agents to change, but at the cost of increasing cost-effectiveness and uncertainty, whereas the former reduces the risk of successful agents failing. With regard to the organisational organisation, we describe these areas, and we test and compare these strategies that have been successfully managed using three techniques. We discuss these techniques and their strengths and weaknesses, and ask how a strategy of self-regulation and participatory action and its ability to change agents can be achieved. We do this not by proposing an individualised governance system, but by using a set of principles to determine whether agents, including their managers, are able to manage, change and perform action together. If successful, it is possible that this approach can provide an organisational model that allows agents to act collectively without being constrained and to be guided by a set of individual decisions. If unsuccessful it is possible to move in the desired direction by increasing agents’ confidence and by introducing a series of individual actors to assist in the performance of their organisational and management roles. The next issue involves the effectiveness of an agent’s actions and the mechanisms enabling them to function jointly. Future work is in progress and in the interest of transparency.
QLD 2136, Australia*CSIRO Division of Manufacturing Science and TechnologyLocked Bag 39, Preston (Melbourne), VIC 3070, AustraliaAbstract: We assess the influence of the managementism on the quality and effectiveness of two different processes. We consider that the managers are highly competent and provide high levels of autonomy in many cases. Our findings are in both the behavioural and strategic direction of their management departments. We evaluate the impact the managers have on organisational processes and the effectiveness of their organisational management departments, including how they interact with clients and community organisations across the organisation. We also examine some of the problems that occur when agents and their managers interact to achieve a consistent outcome, including the problems that are caused by the performance of multiple agents on several different tasks. They also share the common denominator of managers with those who do not manage or do not take action, and may benefit from the co-ordinated participation of all professionals in their organisation. These co-operation principles can be adapted to an organisational organisation. If successful, it can be demonstrated that organisational management models are flexible and adaptable to different situations.
QLD 2094, Australia*CSIRO Division of Manufacturing Science and TechnologyLocked Bag 41, Preston (Melbourne), VIC 3070, AustraliaAbstract: We discuss the organisational approach
Keywords: Enterprise integration, enterprise modelling, organisational factorsIntroductionIt is increasingly important to devise faster and more reliable ways of designing purposeful, agile organisations (Bernus et al, 1997). We use the definition of the organisation as the human component of the enterprise, forming the human-organisational architecture (Williams, 1994).
An enterprise can be thought of as consisting of an operational and a decisional system (Doumeingts et al, 1998), each implemented partly by humans and partly by machines (Bernus and Nemes, 1994). We borrow the definition of the planning agent from artificial intelligence to describe the desired quality of the organisation.
We demonstrate necessary conditions for the enterprise to behave as an agent, and also show the relationship of this view to concepts such as the fractal factory, holonic manufacturing, and others.
The organisation as an agentTwo crucial questions in organisational design are: 1) how to design the task structure of the enterprise to form a co-ordinated whole? and 2) what tasks allocation to humans (or groups) ensures that the enterprise will act to satisfy its objectives? The second question is typically not asked in business process engineering: it is assumed that the organisation will to what it is told to.
An organisation should conduct a system of activities managed and controlled to satisfy a set of organisational objectives. This requires purposeful behaviour so that the organisation can be characterised as a planning agent.
A planning agent determines a course of action to achieve its set of objectives. This course of action, or plan, is constrained by the agents resources as well as the agents own functional capabilities. The organisation follows, or appears to be following this plan while monitoring the effectiveness of the actions to actually satisfy the objectives for which the plan was made. If the plan fails in some way, then the plan or the objectives are modified. Enterprises are striving to achieve this ideal agent behaviour.
The system of objectives may be related to external relationships (satisfying customer demands, producing returns to investors,), or internal ones (improving processes, co-ordination, resource usage,…). Simplified reference models for any organisation are shown in Fig.1 and in Fig.2. Notice that the model conforms to the simple view of systems utilised by control theory.
The operation of the organisation has an interface to the outside world through which consumed- andFig. 1 Reference model of an organisation (a simple GRAI model)produced material and information services can flow while the management and control system has an information interface to the outside world.The management system maintains a set of constrained objectives:The management information flow between the organisation and the outside world partially determines what objectives are worth following, or realistic, e.g. what are the present or predicted needs, requirements, or orders to which the organisation should respond now or in the future;
Capabilities of the management and control system limit the ability of the organisation to commit to certain objectives, even if operational resources are otherwise present;
The material and information interfaces limit what is accessible for the organisations resources and determine the feasibility of actual operations asopposed to potential ones;
Capabilities of the operational resources (usually called competencies) form a natural limit to the organisations feasible objectives.Autonomy and authorityIn Fig. 3 the mechanism (resource) assigned to management and control is the same agent, which performs the operations. This is typical of e.g. biological organisms and reflects the organisations ability to retain autonomy, operating and controlling itself at the same time. Also the organisation has the authority to commit its resources to objectives.
An autonomous individual agent therefore must co-ordinate its objectives and actions with other agents, and it must co-ordinate its own actions to satisfy its objectives under the negotiated conditions. This requires the agent to plan and control.
Fig. 2 Reference model of an organisation (in IDEF0) – including external interfacesThe internal co-ordination tasks are interrelated with the external ones given the need to rely on other agents. Thus an agent may give up some autonomy to achieve objectives otherwise outside its reach.
Since objectives are structured entities, agent negotiation may be performed on various levels of detail. E.g. a contingent strategy to act together may be agreed on, with the condition to find agreeable tactics, in turn contingent upon agreeable plans, etc.
Thus, based on negotiation protocols, agents can determine future joint action, and act on it.The organisation as an emerging agentArtificial organisations such as enterprises do not necessarily display the property of agenthood. For example, it is not automatically true that joint action on behalf of agents is necessarily satisfying some overall objective, or that joint action does not lead to some undesirable state. An important aim of enterprise integration