Vencendo a complexidade: um conceito de fitness organizacional

Schwaninger, Markus

doi:10.1590/S0034-75901998000300002

Resumos

Os enfoques da administração de empresas baseados em uma perspectiva meramente econômica carecem de um fundamento teórico capaz de sustentar um management dirigido à viabilidade e ao desenvolvimento organizacional. O autor propõe um quadro analítico novo para o design e o (auto)controle de empresas, baseado na cibernética organizacional e voltado para um fitness organizacional abrangente. Esse quadro focaliza um management de complexidade, que implica uma (auto)pilotagem integral, recorrendo às noções de pré-controle e de viabilidade além da sobrevivência. A argumentação é corroborada mediante evidência empírica.

fitness organizacional; management de complexidade; controle integral; Modelo do Sistema Viável; design organizacional; viabilidade além da sobrevivência; pré-controle

The approaches to the strategic management of organizations, which are based on an exclusively economic perspective, lack an underlying theory capable of enhancing organizational viability and development. The author proposes a new framework to support the design and control of organizations based on organizational cybernetics and directed towards full-fledged organizational fítness. This framework focuses on the management of complexity, leading to íntegral (self-)control and including the notions of "pre-control" and "viability beyond survival". The argument of the paper is corroborated by empirical evidence.

organizational fitness; complexity management; integral control; Viable System Model; organization design; viability beyond survival; pre-control

ORGANIZAÇÃO, RECURSOS HUMANOS E PLANEJAMENTO

Vencendo a complexidade: um conceito de fitness organizacional

Markus Schwaninger

Professor de Management do Instituto de Administração de Empresas da Universidade de St. Gallen, Suíça

RESUMO

Os enfoques da administração de empresas baseados em uma perspectiva meramente econômica carecem de um fundamento teórico capaz de sustentar um management dirigido à viabilidade e ao desenvolvimento organizacional. O autor propõe um quadro analítico novo para o desígn e o (auto)controle de empresas, baseado na cibernética organizacional e voltado para um fitness organizacional abrangente. Esse quadro focaliza um management de complexidade, que implica uma (auto)pilotagem integral, recorrendo às noções de pré-controle e de viabilidade além da sobrevivência. A argumentação é corroborada mediante evidência empírica.

Palavras-chave: fitness organizacional, management de complexidade, controle integral, Modelo do Sistema Viável, design organizacional, viabilidade além da sobrevivência, pré-controle.

ABSTRACT

The approaches to the strategic management of organizations, which are based on an exclusively economic perspective, lack an underlying theory capable of enhancing organizational viability and development. The author proposes a new framework to support the design and control of organizations based on organizational cybernetics and directed towards full-fledged organizational fitness. This framework focuses on the management of complexity, leading to integral (self-)control and including the notions of "pre-control" and "viability beyond survival". The argument of the paper is corroborated by empirical evidence.

Key words: organizational fitness, complexity management, integral control, Viable System Model, organization design, viability beyond survival, pre-control.

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1. BERGER, S. et ai. Towards a new industrial America. Scientific American, v.260, p.21-9, June 1989.

2. RUSKIN, J. First published 1865. 5853me soa Lilies. London: George Allen, 1907.

3. DRUCKER, P. F. Managing in turbulent times. London: Heinemann, 1980.

4. GALWEILER, A. Strategische Untemehmensführung, zusammengestelll, bearbeitet and ergãnzt von Markus Schwaninger. 2.ed. FrankfurtlNew York: Campus, 1990.

5. ESPEJO, R., SCHUHMANN, W., SCHWANINGER, M., BILELLO, U. Organizational Transformation and Learning. A Cybernetic Approach to Management Chichester: Wiley, 1996; SCHWANINGER, M. Integrale Unternehmensplanllng, FrankfurtlNew York: Campus, 1989.

6. CAMERON, K. S., WHETIEN, D. A. (eds.) Organizational effectiveness: a comparison 01 multi pie models. New York: Academic Press, 1983; LEWIN, A. Y., MINTON, J. W. Determining organizational effectiveness: another look and an agenda lor research. Management Seience, v.32, p.514-38, 1986; ZAMMUTO, R. F. Assessing organizational effectiveness. Albany, N.Y.: State Universily 01 New York Press, 1982.

7. ULRICH, H. Management. Bernl Stuttgart: Haupt, 1984.

8. BEER, S. 1979. The heart ot enterprise. Chichester: Wiley, 1979; __ o Brain ofthe firmo 2.ed. Chichester: Wiley, 1981; ___ o Diagnosing the system for organisations. Chichester: Wlley, 1985; ESPEJO, R.; HARNDEN, R. (eds.) Tha viabla systam mode: interpretations and applications 01 Stallord Beer's VSM. Chichester: Wiley, 1989.

9. CONANT, R. C., ASHBY, W. R. Every Good Regulator 01 a System must be a Modelai that System, In: CONANT. Mechanisms. 205-214, 1981.

10. SCHWANINGER, M. AnWllndung der integralen Untemehmungsentwlcklung. BernlStutlgarl: Haupt, 1988.

11. GALWEILER, A. Op. cit.

12. KAY, J. Fallndatians ot corporste success. Oxtord: Oxtord University Press, 1993.

13. COPELAND, T. E., KOllER, T., MURRIN, J. Valllatian. measuring and managing lhe value 01 companies. 2.ed. New York: Wiley, 1994; RAPPAPORT, A. Creating sttsrenotder vstue: lhe new standard lor business performance. New York: Free Press, 1986.

14. Também há outras tentativas nesse campo, por exemplo, ver MINIZBERG, H. The elfective organization: forces and forms. S/oan Management Revíew, p.5467, Winter, 1991.

15. oEAL, T. E., KENNEoy, A. A. Corporate cultures. the rites and rituais ot corporate life. Reading, Massachusetts; Addison-Wesley, 1982.

16. ACKOFF, R. L. The democratic corporstion New YorklOxford: Oxford University Press, 1994; KOTIER, J., HESKETT, J. Corporate cutture and performance. New York: Free Press, 1992.

17. SCHWANINGER, M. A concept ot organizational fitness. In: ESPEJO, R. SCHWANINGER, M. Or{/11nisationa/ Rtness, p.39-66, 1993.

18. ELZIONEI, A. The active society. a theory ot societal and polltlcal processes. London/New York: Collier/MacMillan, s.d. ; JANTSCH, E., WAooINGTON, C. H. (eds.) Fvotutton sna consciousness. human systems in transition. Reading, Massachusetts: Addison-Wesley, 1976.

19. PRIOGOGINE, J. The philosophy ot instability. Futures, p.396-400, 1989.

20. BUZZELL, R. O., GALE, B. T. The P/MS PrincipIes. New YorklLondon: Free Pressl Collier, 1987.

21. HANSEN, G. S., WERNERFELT, B. oetermination ot firm performance: the relative importance ot economic and organizational factors. Strategic Management Journal, v.10, p.399-411, 1989.

1. BERGER, S. et ai. Towards a new industrial America. Scientific American, v.260, p.21-9, June 1989.
2. RUSKIN, J. First published 1865. 5853me soa Lilies. London: George Allen, 1907.
3. DRUCKER, P. F. Managing in turbulent times. London: Heinemann, 1980.
4. GALWEILER, A. Strategische Untemehmensführung, zusammengestelll, bearbeitet and ergãnzt von Markus Schwaninger. 2.ed. FrankfurtlNew York: Campus, 1990.
5. ESPEJO, R., SCHUHMANN, W., SCHWANINGER, M., BILELLO, U. Organizational Transformation and Learning. A Cybernetic Approach to Management Chichester: Wiley, 1996;
SCHWANINGER, M. Integrale Unternehmensplanllng, FrankfurtlNew York: Campus, 1989.
6. CAMERON, K. S., WHETIEN, D. A. (eds.) Organizational effectiveness: a comparison 01 multi pie models. New York: Academic Press, 1983;
LEWIN, A. Y., MINTON, J. W. Determining organizational effectiveness: another look and an agenda lor research. Management Seience, v.32, p.514-38, 1986;
ZAMMUTO, R. F. Assessing organizational effectiveness. Albany, N.Y.: State Universily 01 New York Press, 1982.
7. ULRICH, H. Management. Bernl Stuttgart: Haupt, 1984.
8. BEER, S. 1979. The heart ot enterprise. Chichester: Wiley, 1979;
__ o Brain ofthe firmo 2.ed. Chichester: Wiley, 1981;
___ o Diagnosing the system for organisations. Chichester: Wlley, 1985;
ESPEJO, R.; HARNDEN, R. (eds.) Tha viabla systam mode: interpretations and applications 01 Stallord Beer's VSM. Chichester: Wiley, 1989.
9. CONANT, R. C., ASHBY, W. R. Every Good Regulator 01 a System must be a Modelai that System, In: CONANT. Mechanisms. 205-214, 1981.
10. SCHWANINGER, M. AnWllndung der integralen Untemehmungsentwlcklung. BernlStutlgarl: Haupt, 1988.
12. KAY, J. Fallndatians ot corporste success. Oxtord: Oxtord University Press, 1993.
13. COPELAND, T. E., KOllER, T., MURRIN, J. Valllatian. measuring and managing lhe value 01 companies. 2.ed. New York: Wiley, 1994;
RAPPAPORT, A. Creating sttsrenotder vstue: lhe new standard lor business performance. New York: Free Press, 1986.
14. Também há outras tentativas nesse campo, por exemplo, ver MINIZBERG, H. The elfective organization: forces and forms. S/oan Management Revíew, p.5467, Winter, 1991.
15. oEAL, T. E., KENNEoy, A. A. Corporate cultures. the rites and rituais ot corporate life. Reading, Massachusetts; Addison-Wesley, 1982.
16. ACKOFF, R. L. The democratic corporstion New YorklOxford: Oxford University Press, 1994;
KOTIER, J., HESKETT, J. Corporate cutture and performance. New York: Free Press, 1992.
17. SCHWANINGER, M. A concept ot organizational fitness. In: ESPEJO, R. SCHWANINGER, M. Or{/11nisationa/ Rtness, p.39-66, 1993.
18. ELZIONEI, A. The active society. a theory ot societal and polltlcal processes. London/New York: Collier/MacMillan, s.d.
; JANTSCH, E., WAooINGTON, C. H. (eds.) Fvotutton sna consciousness. human systems in transition. Reading, Massachusetts: Addison-Wesley, 1976.
19. PRIOGOGINE, J. The philosophy ot instability. Futures, p.396-400, 1989.
20. BUZZELL, R. O., GALE, B. T. The P/MS PrincipIes. New YorklLondon: Free Pressl Collier, 1987.
21. HANSEN, G. S., WERNERFELT, B. oetermination ot firm performance: the relative importance ot economic and organizational factors. Strategic Management Journal, v.10, p.399-411, 1989.

Datas de Publicação

Publicação nesta coleção
12 Jan 2012
Data do Fascículo
Set 1998

This work is licensed under a Creative Commons Attribution 4.0 International License.

[1] 1. BERGER, S. et ai. Towards a new industrial America. Scientific American, v.260, p.21-9, June 1989.

[2] 2. RUSKIN, J. First published 1865. 5853me soa Lilies. London: George Allen, 1907.

[3] 3. DRUCKER, P. F. Managing in turbulent times. London: Heinemann, 1980.

[4] 4. GALWEILER, A. Strategische Untemehmensführung, zusammengestelll, bearbeitet and ergãnzt von Markus Schwaninger. 2.ed. FrankfurtlNew York: Campus, 1990.

[5] 5. ESPEJO, R., SCHUHMANN, W., SCHWANINGER, M., BILELLO, U. Organizational Transformation and Learning. A Cybernetic Approach to Management Chichester: Wiley, 1996;

[6] SCHWANINGER, M. Integrale Unternehmensplanllng, FrankfurtlNew York: Campus, 1989.

[7] 6. CAMERON, K. S., WHETIEN, D. A. (eds.) Organizational effectiveness: a comparison 01 multi pie models. New York: Academic Press, 1983;

[8] LEWIN, A. Y., MINTON, J. W. Determining organizational effectiveness: another look and an agenda lor research. Management Seience, v.32, p.514-38, 1986;

[9] ZAMMUTO, R. F. Assessing organizational effectiveness. Albany, N.Y.: State Universily 01 New York Press, 1982.

[10] 7. ULRICH, H. Management. Bernl Stuttgart: Haupt, 1984.

[11] 8. BEER, S. 1979. The heart ot enterprise. Chichester: Wiley, 1979;

[12] __ o Brain ofthe firmo 2.ed. Chichester: Wiley, 1981;

[13] ___ o Diagnosing the system for organisations. Chichester: Wlley, 1985;

[14] ESPEJO, R.; HARNDEN, R. (eds.) Tha viabla systam mode: interpretations and applications 01 Stallord Beer's VSM. Chichester: Wiley, 1989.

[15] 9. CONANT, R. C., ASHBY, W. R. Every Good Regulator 01 a System must be a Modelai that System, In: CONANT. Mechanisms. 205-214, 1981.

[16] 10. SCHWANINGER, M. AnWllndung der integralen Untemehmungsentwlcklung. BernlStutlgarl: Haupt, 1988.

[17] 12. KAY, J. Fallndatians ot corporste success. Oxtord: Oxtord University Press, 1993.

[18] 13. COPELAND, T. E., KOllER, T., MURRIN, J. Valllatian. measuring and managing lhe value 01 companies. 2.ed. New York: Wiley, 1994;

[19] RAPPAPORT, A. Creating sttsrenotder vstue: lhe new standard lor business performance. New York: Free Press, 1986.

[20] 14. Também há outras tentativas nesse campo, por exemplo, ver MINIZBERG, H. The elfective organization: forces and forms. S/oan Management Revíew, p.5467, Winter, 1991.

[21] 15. oEAL, T. E., KENNEoy, A. A. Corporate cultures. the rites and rituais ot corporate life. Reading, Massachusetts; Addison-Wesley, 1982.

[22] 16. ACKOFF, R. L. The democratic corporstion New YorklOxford: Oxford University Press, 1994;

[23] KOTIER, J., HESKETT, J. Corporate cutture and performance. New York: Free Press, 1992.

[24] 17. SCHWANINGER, M. A concept ot organizational fitness. In: ESPEJO, R. SCHWANINGER, M. Or{/11nisationa/ Rtness, p.39-66, 1993.

[25] 18. ELZIONEI, A. The active society. a theory ot societal and polltlcal processes. London/New York: Collier/MacMillan, s.d.

[26] ; JANTSCH, E., WAooINGTON, C. H. (eds.) Fvotutton sna consciousness. human systems in transition. Reading, Massachusetts: Addison-Wesley, 1976.

[27] 19. PRIOGOGINE, J. The philosophy ot instability. Futures, p.396-400, 1989.

[28] 20. BUZZELL, R. O., GALE, B. T. The P/MS PrincipIes. New YorklLondon: Free Pressl Collier, 1987.

[29] 21. HANSEN, G. S., WERNERFELT, B. oetermination ot firm performance: the relative importance ot economic and organizational factors. Strategic Management Journal, v.10, p.399-411, 1989.

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Vencendo a complexidade: um conceito de fitness organizacional

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