Biomatrix: A Systems Approach to Organisational and Societal ChangeBiomatrix: A Systems Approach to Organisational and Societal Change provides a comprehensive theory of management. It outlines how change in organisations and society needs to be managed in the information age: systemically. It also proposes ideas for new governance models.
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Contents
Figure 11 Distinction between general systems theory and Biomatrix | 4 |
Figure 21 The image of the Biomatrix as a web of knot and threadlike | 22 |
Figure 23 The activity systems of an entity system | 34 |
Figure 25 Generic hierarchical levels within the Biomatrix | 45 |
Seven systems aspects of organisation | 47 |
Figure 32 Inner versus outer environment | 52 |
Figure 35 The flow of mei within a system | 75 |
Figure 39 Multifunctionality | 81 |
Managing organisational processes | 253 |
Managing organisational structure | 271 |
Figure 111 Generic structure of entity systems | 283 |
Figure 113 The organisation as a web within webs | 295 |
Managing organisational governance | 299 |
Figure 121 Model of strategic planning | 314 |
Figure 123 Systemic strategic performance management cycle | 321 |
Managing organisational resources mei | 349 |
Figure 311 Threedimensional organisational matrix | 87 |
Duality of perspectives within the Biomatrix | 109 |
Figure 41 Conceptual versus physical reality | 114 |
Figure 43 Spatial versus temporal perspectives of systems | 129 |
Figure 44 Current futures versus ideal future | 140 |
The dynamics of change within the Biomatrix | 149 |
Figure 51 Development as emerging middle | 151 |
Figure 52 The generic dynamics of systems change within the multiple | 157 |
Figure 54 The Biomatrix as a multidimensional and multilevelled | 161 |
Figure 58 Organisational complexity versus mei complexity | 171 |
Figure 59 Physical and conceptual reality within the generic system | 177 |
Introduction | 185 |
Figure 61 The seven organisational aspects | 188 |
Figure 71 Stakeholder evaluation | 203 |
Figure 73 Cooperative stakeholder design | 212 |
Managing organisational ethos | 215 |
Figure 81 Association of thinking modes of the HDI with the structure | 221 |
Managing organisational aims | 239 |
Figure 131 Unidimensional versus dialectic relationship between values | 377 |
Figure 133 The creativity loop | 383 |
Managing the synergy of organisational development | 391 |
Figure 141 Stages of business development | 395 |
Figure 142 Clockwise and counter clockwise change within | 404 |
Figure 144 Spatial and temporal flow of clockwise and counter | 411 |
Application of Biomatrix Theory | 421 |
Figure 161 The concept of carrying capacity | 439 |
Generic steps in ideal system redesign | 445 |
Different types of redesign | 463 |
Managing an ideal system redesign | 493 |
Systemic transversal planning in international | 517 |
Conclusion | 537 |
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Common terms and phrases
achieve aims amongst aspects of organisation associated backcasting Biomatrix theory brainstorming business support business support systems Chapter Managing organisational co-produced coherent conceptual reality context contributions coordination core business counter clockwise create creativity cultural current future decision-making dimensions discussed dissolving economic entity system environmental scanning ethos example framework frog functioning governance ideal design ideal future identified impact implementation implies industrial age information age inner environment interaction involves issue knowledge knowledge management leadership learning levels matrix management mei flow multi-dimensional naturosphere organisation support organisational development organisational structure outcomes outer and inner paradigm perspective physical reality planning forums problem co-factors problem solving production psycho-sociosphere refers requires seven aspects society specific stakeholder analysis stakeholders strategic performance management strategies synergies system dynamics system e.g. Systemic strategic performance systems hierarchy systems theory systems thinking tapping technological technosphere telentropy teleonics thereby tion transformation transversal planning values whole worldview