| Modern organizations define themselves using | | | | 2004).STS Applied OrganizationallyA recent Internet |
| statements of vision. They state their vision in terms of | | | | search found the U.S. Federal Aviation Administration |
| human resources and technology, a socio-technical | | | | Logistic Center's statement of beliefs and |
| view. Modern organizations also define themselves in | | | | commitments. Not all cited here; however, these |
| terms of values. New employees entering the | | | | selected ones reinforce concepts of socio-technical |
| organization learn the value system from employees | | | | systems.- Results Oriented - The Logistics Center |
| with longevity in it. How organizations incorporate | | | | constantly drives for results and success. We drive |
| socio-technical systems as a reinforcement tool of | | | | issues to closure, persist despite obstacles and |
| their value system is the focus of this paper.ValuesIn | | | | opposition, and maintain a high energy level. Our |
| business, small and large, values determine course the | | | | employees readily put in the needed time and effort to |
| business sets for itself. Yukl (2006) defines values as | | | | achieve results.- Innovation - The future of the |
| key statements of an organization. The value | | | | Logistics Center is assured only as long as it |
| statement is ideological, what the organization | | | | welcomes and rewards innovation, creativity, and |
| considers important. Many values find their way into | | | | resourcefulness. We recognize "trial and error" as |
| organizations including customer service, innovation, | | | | being elements of innovation and continuous |
| satisfaction of internal and external constituents, and | | | | improvement. Innovation has been the cause of |
| excellence. Yulk's view of values suggests something | | | | success for the Logistics Center.- Quality - We |
| deeper. Organizational values and value creation are | | | | provide the best quality in all of our products and |
| the soul of competitive edge, competitive advantage.Hill | | | | services. Our goal is to exceed industry benchmarks.- |
| and Jones (1998) write of management values as | | | | People - People are our most important resource. We |
| statements of how managers will conduct themselves | | | | respect the individual's dignity and value their |
| and how they will do business. Managers in high | | | | contributions. We invest in training and education to |
| performing businesses conduct themselves with | | | | give our employees the tools to make the Logistics |
| stakeholders in mind. Winston (2002) suggests that | | | | Center a world-class organization.- Teamwork and |
| high performing leaders accept the values of the | | | | Collaboration - The Logistics Center provides a positive |
| organization as being of higher consequence and | | | | and challenging environment that supports the |
| importance.SystemsValues of an organization | | | | achievement of mission goals and fosters team spirit. |
| (customer service, innovation, satisfaction) imply an | | | | We are partners with our customers, stakeholders, |
| organization is a system. Senge (1990) tells us that | | | | suppliers, and are committed to union/management |
| organizations are organic systems of interconnected | | | | partnerships.- Integrity and Openness - The Logistics |
| and interrelated sub-groups. This suggests more than | | | | Center values trust, sincerity, honesty, and candor in |
| brick and mortar structures, it suggests organizations | | | | relationships both personally and organizationally. We |
| of people, technology, and social interaction. | | | | encourage our employees to express ideas, opinions, |
| Technology, according to Davis (1996), is a "conceptual | | | | and thoughts in an honest and genuine manner.- |
| bridge" between science and economics. This link | | | | Corporate Citizenship - The Logistics Center values a |
| gives form to how organizations manage. Conversely, | | | | positive corporate image and is sensitive to our |
| Wren (2005) presents the view of technological | | | | corporate responsibilities to the community. We |
| change being disturbing to the social system of an | | | | actively participate and support community |
| organization. Socio-technical systems offer leverage to | | | | involvement. |
| dispel the disturbing nature of change.Socio-Technical | | | | In post-industrial organizations, STS helps leaders |
| SystemsLee (2000) explains social of the | | | | create constructs that are enabling, empowering, in |
| socio-technical systems as the habitual attitudes of | | | | turn, enabling and empowering accelerates |
| people. He includes the relationships between people | | | | communication, and learning and knowledge. Within the |
| with their values and behavioral styles. He also | | | | context of knowledge building and knowledge, sharing, |
| describes it as the formal power structure identified | | | | STS, through collaboration, allows work groups' |
| using traditional organizational charts. However, he | | | | flexibility to develop original work patterns and |
| continues with the aspect of an informal power | | | | competitive advantage.Leaders Role in STSDavis |
| structure based on influence and knowledge. The | | | | (1996) urges successful leaders to lead as if the future |
| technical system makes up second part of the dyad. | | | | is now. Accomplishing this means seeing the final |
| This system, according to Lee (2000), is "machinery, | | | | product rather than the processes of the product. STS |
| processes, procedures and a physical arrangement."A | | | | employs the right people and the right technology at |
| socio-technical system, abbreviated STS for the | | | | the right time within a structure that supports |
| remainder of this paper, is people and technology | | | | organizational values. |
| blended. Yet, this is a much too simple definition. Some | | | | In an environment of rapid change, having a |
| elements of STS are closely interrelated; therefore, it is | | | | competitive advantage allows organizational foresight. |
| not easy to distinguished items within a STS as purely | | | | However, foresight requires maintaining core values. |
| technical or purely social. Aldridge (2004) explains STS | | | | Socio-technical systems support organizational values |
| as approaching organizational work groups as social | | | | by maintaining organizational memory and shared |
| systems and macro social systems. A third level of | | | | experiences. Memory and shared experiences provide |
| work observed is primary work systems. The primary | | | | views of where the organization was while keeping |
| work system according to Aldridge is one or more | | | | everyone tracking toward future vision. An |
| work units involved in face-to-face work. Work units | | | | organization with strong STS standards uses their |
| collaborate jointly and have support of management, | | | | technology to preserve history, create performance |
| relevant technology, resources, and workplace | | | | benchmarks, and develop knowledge and learning |
| specialists. Aldridge includes the writings of Trist (1981) | | | | environments. Strong quality systems demonstrate |
| when defining macro social systems, "...macro social | | | | teams' abilities to eliminate obsolete practices while |
| systems include systems in communities and entire | | | | staying within the framework of original |
| business sectors as well as societal institutions" (Trist, | | | | values.ConclusionStated earlier, organizations are |
| 1981, pg. 11). The STS design in work groups is | | | | systems of interrelated parts with differing skills and |
| increasing productivity of the group and increasing job | | | | skill levels. STS, working within an organizations value |
| satisfaction through optimization of social factors and | | | | system promotes wisely those with skills, knowledge, |
| integration with technical factors.Elements of | | | | and ability. Additionally, STS, working with the value |
| STSAccording to an anonymous article on STS, the | | | | system, provides workers with the tools needed to |
| author explains some of the components integrated | | | | grow in the skills, knowledge, and abilities so they, too, |
| into a functional socio-technical system. Explained | | | | can be promoted. Members of self-directed teams |
| separately, each component has its own character; | | | | seek new or improved skills from within the STS and |
| however, it is clear how closely linked each is and | | | | through their interconnection with team members. |
| overlaps the others.- Hardware is computers and | | | | Self-directed teams improved productivity and |
| computing peripherals, the classic technology of | | | | commitment to the team and organization in English |
| modern business. Organizations today do not exist | | | | coalmines in 1949 and self-directed teams continue |
| without some kind of computing network, connecting | | | | being productive and committed. Therefore, an |
| wires, routers, and individual workstations.- Software | | | | organization employing socio-technical systems can |
| includes operating systems (Windows, UNIX, Apple, | | | | grow into the future, yet hold fast to its historical past |
| etc). As technology advances, it is increasingly difficult | | | | and the values making the group viable.References |
| to separate hardware and software. Software varies | | | | Aldridge, J. W. (2004). aboutChange Solutions. |
| based on organizational needs; yet software allows | | | | Encyclopedia of Distributed Learning (ISBN |
| companies to create data for storage on hardware | | | | 0-7619-2451-5). Thousand Oaks, CA: Sage Publications. |
| devices. The software often runs from the same | | | | Anonymous, (no date). Why a Social-Technical |
| hardware devices used for storage. Software | | | | System? Retrieved online January 12, 2006 from |
| facilitates social interaction by allowing distantly remote | | | | Anonymous, (1996 - May-June). Maintaining |
| people an opportunity to message each other in | | | | Organizational Memories. TQM/CCI News. Retrieved |
| almost real-time.- Physical surroundings (physical | | | | January 22, 2006 from |
| setting) help establish the social and technical rules of | | | | Davis, S. (1996). Future Perfect. Reading, MA: |
| engagement. Building with an open floor plan and open | | | | Addison-Wesley. |
| desk arrangement allows open social interaction | | | | Hill, C. W. L. & Jones, G. R. (1998). Strategic |
| among workers. Buildings with offices separating | | | | Management: An Integrated Approach. Boston, MA: |
| workers reduce interaction. Managers with an inner | | | | Houghton Mifflin Company. |
| sanctum guarded by a secretary's office establish a | | | | Lee, Q., (2000). Quality in the Balance: Six-Sigma - A |
| hierarchy of power.- People, by name and by title, | | | | Socio-Technical System. Retrieved online January 12, |
| make up an integral part of any organization culture, | | | | 2006 from |
| social environment. Within an organization people have | | | | Senge, P. M. (1990). The Fifth Discipline: The art & |
| roles they play, positions they work in, and ancillary | | | | practice of the learning organization. New York, NY: |
| roles they exercise. Within their roles, they use their | | | | Currency and Doubleday. |
| surrounds with hardware and software to support | | | | Trist, E. L. (1981). The evolution of socio-technical |
| their roles.- Procedures define operational procedures | | | | systems: A conceptual framework and an action |
| in an organization. Procedures are statements of rules | | | | research program. Ontario Quality of Working Life |
| and norms formally written. Outside the formal written | | | | Center, Occasional Paper no. 2. |
| procedural statements are unofficial ties to data flow | | | | U. S. Federal Aviation Administration - Logistics Center. |
| and reporting relationships. Procedures attempt to | | | | Organizational Values. Retrieved online January 22, |
| define culture in a STS but the informal norms and | | | | 2006 from |
| behaviors are equally important to understand when | | | | Winston, B. (2002). Be a Leader for God's Sake. |
| developing a STS model.- Laws and regulations are | | | | Virginia Beach, VA: Regent University, School of |
| similar to procedures but impose stronger public | | | | Leadership Studies. |
| sanctions when violated.- Data and data structures in | | | | Wren, D. A. (2005). The History of Management |
| STS involve collection and storage of an organization's | | | | Thought (5th Ed.) Hoboken, NJ: John Wiley and Sons, |
| information. Additionally, this element explains data use, | | | | Inc. |
| retrieval, or presentation for use.An organization's | | | | Wren, J. T. (1995). The Leader's Companion: Insights |
| socio-technical system supports the business as a | | | | on Leadership Through the Ages. New York, NY: The |
| great place to work. More than that, STS is a key | | | | Free Press. |
| factor to supporting leadership initiatives, vision, and | | | | Yukl, G. (2006). Leadership in Organizations (6th ed.). |
| values. Observed in 1949 in Great Britain, researchers | | | | Upper Saddle River, NJ: Pearson Education.Paul |
| developed socio-technical systems in South Yorkshire | | | | Hoffman is a student at Regent University studying |
| coalmines. They saw the technical improvements in | | | | toward a Doctor of Strategic Leadership, holds a MA, |
| mining coal combined with highly motivated work | | | | Leadership and BS, Organizational Communication. He |
| groups who self-regulated and collaborated closely | | | | is an adjunct at Bellevue University and Metropolitan |
| became more productive than traditional work groups | | | | Community College teaching Leadership, Business |
| with the same technological improvements. Another | | | | Communication, and Speech. Paul is a military veteran |
| observation was the self-regulated and collaborative | | | | of almost 22 years, has ten years retail management |
| teams were more cooperative among themselves, | | | | experience, and six years academic and teaching |
| performing multiple tasks rather than one man one job, | | | | experience. |
| and committed to Ortgeist (spirit of the place) (Aldridge, | | | | |