Chaos Complexity and Complex Adaptive Systems Essay

Chaos Complexity and Complex Adaptive Systems - Essay Example It was founded by I Ansoff, Their discipline had some links to urban planning, system theory & cybernetics. This school was administered and spread by professional managers, people with MBA's staff experts (especially in finance and management) consultants & government controllers. Their intended message was to formalize. The message received by their intended listeners was to make a program and administer one. They belonged to the Prescriptive school category. Their theory states that a stitch in time saves time. Their failure was caused by their not supporting real-time strategy making nor encourages creative accidents. c) Positioning school - This was founded by Sun Tzu in his literary work The Art of War. This school concentrated on economics or the industrial organization and the military history. This school was championed by consulting boutiques type of business and United States writers. They espouse the theory of analyzing things. The message that was received by their liste ners was that they should calculate their every move and not concentrate on creating or committing. This theory belonged also to the Prescriptive management school of thought. Their theory was to consider only the facts of in management decision making. Their shortfall was due to their strategy being reduced to generic positions that were selected thru formalized analysis of industry. d) The Entrepreneurial school was established by J A Schump and A H Cole with collaboration from other economics faculty. Their writings were based on economics. Their intended message was to envision the future but the listeners interpreted their teachings as to centralize and hope for the best. They belonged to the second type of school called the descriptive. Their theory was to take themselves to the leader. Their failure was due to the unclear vision and they depended too much on the leader to for decision making purpose. e) The Cognitive school was established by H A Simon and J March. Their base discipline was Psychology (cognitive). This school was preached by pessimists who are psychologically bent. Their intended message was to cope with any situation or create a solution. The message that got thru to the listeners was that worry was evident in all their actions. This school was described as Descriptive. Its saying goes I will see if when I believe it. Their failure was due to the too subjective approach to strategy formulation. f) The learning school was established by LIndbio, Cyert, March, Weick, Quinn, Prahlad & Hamel. There seems to be no base discipline in this school. Chaos theory in mathematics had started here. The movers of this school were people who loved to experiment, ambiguous and adaptable to many situations like in Japan and Scandinavia They are espousing that the prefer learning but the message that reaches the listeners seems to be the movers just want a play atmosphere to abound. Their school falls under Descriptive type. Their very famous line goes if at first you don't succeed, try and try again. Their failure seems to be that their strategic management process seems to be chaotic or in trouble. Their teachings seem chaotic.g) The power school was established by Alison, Pfeffer, Salancik & Astley.  

Tenn-Tech Plc Case Study Example | Topics and Well Written Essays - 1000 words

Tenn-Tech Plc - Case Study Example The situation demands a prompt and a proactive action from the top management. Hence it is vital to bring in a new management accounting approach that is more in consonance with the prevalent developments and circumstances. Resorting to throughput accounting seems to be just the right approach for Tenn-Tech Plc in the existing scenario. However, this is easier said then done. This calls for a total paradigm shift on the part of the key players and the stakeholders at Tenn-Tech Plc. It is imperative for the top echelons of power at Tenn-Tech Plc to be cognizant of the marked shift in their perception that an adherence to a new management accounting system will call for. Throughput accounting will not be merely an another management accounting system, but will be in fact an entire new way in which the organization under consideration will be required to perceive itself and its role in the global market scenario ("Throughput Accounting" 67). The basic fault with the activity-based costing system that till now was being resorted to by Tenn-Tech Plc is that it believes that the efficiencies yielded by the changes wrought in the localized factors within the company, be it the marketing department, manufacturing or any other section, will automatically lead to enhanced over all efficiencies (Corbett 38). That is why the directors and the top management are wasting their strength, time and efforts in criticizing and finding faults with the individual local sections wi thin the company. While the Financial Director seems to be at loggerheads with the Marketing Director, the Chief Executive Boris Barker has already given way to a serious labour problem with the aid of the Management Accountant Huggenkis, both of them being guided by their obsession for covering the unreasonable overheads. No doubt such moves appear to be narrowly reactionary in their approach, rather then being all inclusive and visionary. The basic fault with the management accounting system at Tenn-Tech Plc is that it is based on the fundamental premise that for an organizational chain to be really strong, it is a must that all the links in it be really sturdy and tough (Corbett 41). This definitely sounds good, but is surely not true in a real life scenario.Throughput accounting is an alternative approach to management accounting that holds that the eventual strength of an organizational chain is determined by the strength of the weakest link in that chain (Corbett 41). This app roach towards management accounting is based on the theory of constraints proposed by E.M. Goldratt in his novel The Goal. This approach will conclusively address the dilemma being faced by Tenn-Tech Plc, which is how to design a more efficient management accounting system. According to throughput accounting, the notion of allocating costs to products, which was till now being adhered to by Tenn-Tech Plc is inherently faulty and invariably leads to wrong decisions. As interpreted and suggested by the theory of constraints, Tenn-Tech needs to be viewed as a system that consists of several individual and interdependent elements. Thus the primary task before Tenn-Tech is to be conversant with the constraints existing within this system. According