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dc.contributor.advisorDov Dori.en_US
dc.contributor.authorNemirovsky, Sergeyen_US
dc.contributor.otherSystem Design and Management Program.en_US
dc.date.accessioned2010-10-12T19:01:44Z
dc.date.available2010-10-12T19:01:44Z
dc.date.copyright2010en_US
dc.date.issued2010en_US
dc.identifier.urihttp://hdl.handle.net/1721.1/59266
dc.descriptionThesis (S.M. in System Design and Management)--Massachusetts Institute of Technology, Engineering Systems Division, 2010.en_US
dc.descriptionCataloged from PDF version of thesis.en_US
dc.descriptionIncludes bibliographical references (p. 95-99).en_US
dc.description.abstractOrganizational structure has a significant impact on performance of organizations and the way companies utilize their resources, develop new products and compete in the marketplace. As companies mature and grow, they undergo several developmental stages, characterized by different organizational structures and management styles used. The questions that this research aims to answer are: (1) What are the reasons for success and failure of various management styles? (2) What reasons or constraints render certain management styles obsolete or inadequate as an organization develops? (3) Based on the knowledge gained, what are the guidelines for applying different management styles in organizations at various stages of their growth, whether naturally or through mergers & acquisitions? This research recapitulates the concepts and principles of General System Theory and Universal Organizational Theory (Tektology) to establish the theoretical and philosophical basis for general methods and frameworks of evaluating complex systems. The broad approach to the studies of organizational structures and evolution is motivated by the conviction that all systems evolve under the influence of the same forces and are subject to the same general principles and universal laws of systems. Therefore, the general system methodologies and frameworks can be applied to solve problems faced by a variety of commercial organizations. This research confirms that a vast majority of modem organizations are based on division of labor, the principle formulated by Adam Smith in 1776. As the complexity of individuals' tasks is being reduced through specialization of labor and knowledge, and complexity of systems increases, more complex organizational structures evolve. Common trends of the organizations' evolution are analyzed. This analysis evaluates each stage of the organizational evolution model aiming to identify organizational structures and management styles most suitable at each developmental phase. As each stage of organizational development is characterized by a period of growth followed by a crisis, the management tends to overemphasize the aspects of organizational behavior that helped solve a previous crisis, inevitably causing the next one. The research highlights the necessity for a balance among several key aspects of organizational performance in order to remain successful at each phase.en_US
dc.description.statementofresponsibilityby Sergey Nemirovsky.en_US
dc.format.extent99 p.en_US
dc.language.isoengen_US
dc.publisherMassachusetts Institute of Technologyen_US
dc.rightsM.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.en_US
dc.rights.urihttp://dspace.mit.edu/handle/1721.1/7582en_US
dc.subjectEngineering Systems Division.en_US
dc.subjectSystem Design and Management Program.en_US
dc.titleSystems view of commercial organizations' evolutionen_US
dc.typeThesisen_US
dc.description.degreeS.M.in System Design and Managementen_US
dc.contributor.departmentSystem Design and Management Program.en_US
dc.contributor.departmentMassachusetts Institute of Technology. Engineering Systems Division
dc.identifier.oclc667710396en_US


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