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Soft systems methodology (SSM) is an organised way of thinking [clarification needed] applicable to problematic social situations and in the management of change by using action. It was developed in England by academics at the Lancaster Systems Department on the basis of a ten-year action research programme.
The term "problem structuring methods" as a label for these techniques began to be used in the 1980s in the field of operations research, [8] especially after the publication of the book Rational Analysis for a Problematic World: Problem Structuring Methods for Complexity, Uncertainty and Conflict. [9]
Strategic service management (SSM) is a business strategy that aims to optimize the post-sales service that a company provides, by synchronizing service parts and resources forecasting, service partners, workforce technicians, and service pricing. Benefits of strategic service management can include: [1]
Conceptual models of human activity systems are used in soft systems methodology (SSM), which is a method of systems analysis concerned with the structuring of problems in management. These models are models of concepts; the authors specifically state that they are not intended to represent a state of affairs in the physical world.
Peter Checkland (born 18 December 1930, in Birmingham, UK) is a British management scientist and emeritus professor of systems at Lancaster University. He is the developer of soft systems methodology (SSM): a methodology based on a way of systems thinking systems practice. Systems practice is the idea of uncovering an optimal solution within ...
Soft systems methodology (SSM) was influential, acknowledging conflicting worldviews and people's purposeful actions, and a systems view on creativity. However, more important, SOD is inspired by critical systems thinking and approaches systems theories in an eclectic way transforming the thoughts of the different theories to fit the design ...
The Integrated Management Concept, or IMC is an approach to structure management challenges by applying a "system-theoretical perspective that sees organisations as complex systems consisting of sub-systems, interrelations, and functions". [1]
A management style is the particular way managers go about accomplishing these objectives. It encompasses the way they make decisions, how they plan and organize work, and how they exercise authority. [2] Management styles varies by company, level of management, and even from person to person.