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Socio Technical System

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Socio Technical System
Socio-technical systems theory: an intervention strategy for organizational development

Steven H. Appelbaum Professor of Management, Faculty of Commerce & Administration, Concordia University, Montreal, Quebec, Canada
Integrating organizational development (OD) and technological intervention into a total system is one of the more difficult tasks for an executive or consultant to execute. Organizations are profoundly affected by technological advancements and require a flexible customized change model to fit the social network of the specific organization into which technology is being introduced. Examines socio-technical systems (STS) theory and presents classical organization theories of Burns and Stalker, Woodward, Perrow, Thompson, and Trist to develop a contemporary OD intervention in terms of selfregulating work groups (selfleading or self-managing teams) performing interrelated technological tasks. Finally, presents some pointers for executives and consultants in assessing STS interventions via 31 diagnostic questions intended to identify interactions among elements of the system.

The organization as a socio-technical system
Integrating organizational development (OD) and technological intervention into a total system is one of the more difficult tasks for a consultant to execute. This challenge demands that the OD consultant possess expertise and judgement in social, technological and systems theory and practice. This type of change is a complicated and delicate process. It is complicated because of the many areas and systems involved and it is delicate because of the dynamic relationship among these systems within the environment. Changes that support organizational development goals must consider how relationships among the various systems will be affected as they all are interdependent. An element common to organizations is the need to remain viable. To do so, organizations need to utilize new technologies to gain a competitive advantage. Massive



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(Eds), Research in Organizational Change and Development, Vol. 4, JAI Press, Greenwich, CO, 1990, pp. 273-99. 21 Lawler, E., Mohrman, S. and Ledford, G., Employee Involvement and Total Quality Management: Practices and Results in Fortune 1000 Companies, Jossey-Bass, San Francisco, CA, 1992. 22 Hackman, J.R., “The design of work teams”, in Lorsch, J.W. (Ed.), Handbook of Organizational Behavior, Prentice-Hall, Englewood Cliffs, NJ, 1987. 23 Rousseau, D.M., “Technological differences in job characteristics, employee satisfaction and motivation: a synthesis of job design research and socio-technical systems theory”, Organizational Behaviour and Human Performance, Vol. 19, 1977, pp. 18-42. 24 Dennison, D.R., “Socio-technical design and self-managing work groups: the impact of control”, Journal of Occupational Behaviour, Vol. 3, 1982, pp. 297-314. 25 Vancil, R.F., Passing the Baton: Managing the Process of CEO Succession, Harvard Business School Press, Boston, MA, 1987. 26 Cohen, S. and Ledford, G.E. 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Application questions 1 Think of an organization you know well using the Socio-Technical Systems Theory frameworks. What is its applied use? 2 As a senior manager, where should attention to organizational design come on your list of priorities? Where does it come in reality? What are the one or two most crucial areas for attention of leaders in orgnizations? [ 463 ]

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