Systems Approaches to Management.
Course objective:
Upon completion of this course, students will be able to utilize the basic concepts
and tools of systems thinking and system dynamics in order to study an
organizational or social process through the development, and use of a system
dynamics model.
Students
ts will be able to propose and consolidate organizational and social change by
learning and applying systemic-based
systemic based approaches. Systems methodologies are
particularly useful when there is a need to appreciate the 'bigger picture' rather than
focus down on just one part of the issue.
The main distinctive features is the introduction of theories and frameworks for
exploring problem situations and mixing methods, pioneered by the Centre for
Systems Studies in HUBS. Hull Business School is re-known worldwide
wide for its work
on advancing and applying systems thinking tools.
No previous knowledge of systems thinking is required. General understanding of
management and business principles is desirable.
Aims:
The aims of the module are to provide students with:
1. An overview of representative systems methodologies, their different
paradigmatic assumptions and the systems thinking skills that they
emphasize;
2. An understanding of their main purposes, strengths and weaknesses in the
context of action research projects;
projects
3. Experience of applying a range
r
of system methodologies;
4. An ability to simulate, validate and evaluate diverse scenarios in the
situations being studied, using specific system dynamics software.
The module has the following Learning Outcomes:
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To be able to demonstrate an understanding of the main theories, principles,
methods and thinking skills associated with different systems methodologies.
To be able to critically appraise the methodologies, reflecting on their
purposes, strengths and weaknesses.
weak
To be able to choose or design a systems methodology which is appropriate
to the issue being researched, and apply it.
To be able to design a research project that uses and/or evaluates a systems
methodology.
To develop a system dynamic understanding
understanding of a complex social problem
and to model the situation under analysis in order to evaluate the impact o
of
alternative course of action.
To understand the notions of flows (graphic derivation), stocks (graphic
integration) and systems archetypes.
To construct
struct and analyze different scenarios related to contemporary
complex phenomena, such as: Innovation process, health services, urban
dynamics, economy, supply chain, ecology, etc.
Course topics and subtopics:
1. Intervention processes
1.1 Concepts and basic elements
1.1.1 Problem situations and complexity handling
1.1.2 Problem solving components: context, content and process
1.2 General description of intervention process
1.2.1 Intervention process stages
1.2.2 Participants
ants of an intervention process
2. Types of Intervention
2.1 Typology of situations under study and intervention approaches
2.2 Research as an intervention process
2.3 Consultancy processes as intervention processes
3. Systems methodologies
hodologies for intervention
3.1 General description of systems methodologies (choose two): Soft Systems
Methodology (SSM), Viable System Model (VSM), Critical Systems Heuristics
(CSH)
CSH) and Interactive Management (IM)
3.2 Systems methodologies and intervention processes
3.3 Systems methodologies selection
3.4 Related methods and tools
4.. System Dynamics : Antecedents
Antecede
and foundations
4.1
.1 System Dynamics evolution: Electronic systems – industrial systems – urban
systems – global systems.
4.2
.2 Counterintuitive behavior, causality, endogenous
endogenous and exogenous variables.
4.3 Event – pattern – structure – behavior.
4.4
.4 Positive and negative relations between variables,, feedback cycles and their
associated behaviour.
behaviour
4.5 Behaviors associated
iated to the fundamental cycles: Exponential growth, goal
seeking, S-shaped growth, oscillation, growth
g
and collapse.
5. Contemporary phenomena seen as dynamic systems.
5.1 Dynamic modeling
ng for population issues.
5.2 Dynamic modeling for inventories.
5.3 Dynamic modeling for epidemics and innovation processes.
5.4 Dynamic modeling for supply chains.
5.5 Dynamic modeling for drugs abuse.
5.6 Dynamic modeling for societal problems
problems related to the stages of recollec
recollection,
agriculture and industrialization.
Considering the group characteristics and the resources available, the lecturer
might consider in the design of the course the following learning resour
resources: teacher
and students' expositions, collaborative activities inside and outside the classroom,
group discussions and simulation practices, among others.
It is expected that the students will develop collaboratively different simulation
models in order to cover the different stages involved in the System Dynamics
modeling process.
Total 30 hours
Bibliography:
TEXT BOOKS:
 Jackson, M.C., “Systems
Systems Thinking: Creative Thinking for Managers
Managers”, John
Wiley, Chichester, England
 Sterman,, John D. W., “Business Dynamics: Systems Thinking and Modelling
for a Complex World”,
World” McGraw-Hill,
Support material:
Software: Ithink versión 9. Isee Systems Inc. http://www.iseesystems.com/
Ventana Systems Inc. http://www.vensim.com/
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