I need a review of the following article and the review must include three parts overview, analysis, and conclusion.

5:49 File Details MIS-7910-201 Prob Mgmt Info... 1972 Theory: Applications for Organization and Management 463 theory, they have an intuitive "sense of the situation," are flexible diagnos- ticians, and adjust their actions and decisions accordingly. Thus, systems concepts and contingency views are not new. However, if this approach to organization theory and management practice can be made more explicit, we can facilitate better management and more effective organizations. Practicing managers in business firms, hospitals, and government agencies continue to function on a day-to-day basis. Therefore, they must use whatever theory is available, they cannot wait for the ultimate body of knowledge (there is none!). Practitioners should be included in the search for new knowledge because they control access to an essential ingredient organizational dataand they are the ones who ultimately put the theory to the test. Mutual understanding among managers, teachers, and re- searchers will facilitate the development of a relevant body of knowledge. Simultaneously with the refinement of the body of knowledge, a con- certed effort should be directed toward applying what we do know. We need ways of making systems and contingency views more usable. Without over- simplification, we need some relevant guidelines for practicing managers. The general tenor of the contingency view is somewhere between simplistic, specific principles and complex, vague notions. It is a midrange concept which recognizes the complexity involved in managing modern organizations but uses patterns of relationships and/or configurations of subsystems in order to facilitate improved practice. The art of management depends on a reasonable success rate for actions in a probabilistic environ- ment. Our hope is that systems concepts and contingency views, while continually being refined by scientists/ researchers/ theorists, will also be made more applicable. I. 2. 3. 4. 5. 6. 7. 8. 9. REFERENCES Ackoff, Russell L., "Towards a System of Systems Concepts," Management Science (July 1971). Back, Kurt W., "Biological Models of Social Change," American Sociological Review (August 1971). Barnard, Chester L, The Functions of the Executive (Cambridge, Mass.: Harvard Univer- sity Press, 1938). Berrien, F. Kenneth, Genera/ and Social Systems (New Brunswick, N.J.: Rutgers University Press, 1968). Blau, Peter M., "The Comparative Study of Organizations," Industrial and Labor Relations Review (April 1965). Boulding, Kenneth E., "General Systems Theory: The Skeleton of Science," Management Science (April 1956). Buckley, Walter, ed., Modern Systems Research for the Behavioral Scientist (Chicago: Aldine Publishing Company, 1968). Burns, Tom ard G. M. Stalker, The Management of Innovation (London: Tavistock Publications, 1961). Chamberlain, Neil W., Enterprise and Environment: The Firm in Time and Place (New York: McGraw-Hill Book Company, 1968). Previous Dashboard Calendar Notifications Next Inbox 5:49 File Details MIS-7910-201 Prob Mgmt Info... 1972 Theory: Applications for Organization and Management 463 theory, they have an intuitive "sense of the situation," are flexible diagnos- ticians, and adjust their actions and decisions accordingly. Thus, systems concepts and contingency views are not new. However, if this approach to organization theory and management practice can be made more explicit, we can facilitate better management and more effective organizations. Practicing managers in business firms, hospitals, and government agencies continue to function on a day-to-day basis. Therefore, they must use whatever theory is available, they cannot wait for the ultimate body of knowledge (there is none!). Practitioners should be included in the search for new knowledge because they control access to an essential ingredient organizational dataand they are the ones who ultimately put the theory to the test. Mutual understanding among managers, teachers, and re- searchers will facilitate the development of a relevant body of knowledge. Simultaneously with the refinement of the body of knowledge, a con- certed effort should be directed toward applying what we do know. We need ways of making systems and contingency views more usable. Without over- simplification, we need some relevant guidelines for practicing managers. The general tenor of the contingency view is somewhere between simplistic, specific principles and complex, vague notions. It is a midrange concept which recognizes the complexity involved in managing modern organizations but uses patterns of relationships and/or configurations of subsystems in order to facilitate improved practice. The art of management depends on a reasonable success rate for actions in a probabilistic environ- ment. Our hope is that systems concepts and contingency views, while continually being refined by scientists/ researchers/ theorists, will also be made more applicable. I. 2. 3. 4. 5. 6. 7. 8. 9. REFERENCES Ackoff, Russell L., "Towards a System of Systems Concepts," Management Science (July 1971). Back, Kurt W., "Biological Models of Social Change," American Sociological Review (August 1971). Barnard, Chester L, The Functions of the Executive (Cambridge, Mass.: Harvard Univer- sity Press, 1938). Berrien, F. Kenneth, Genera/ and Social Systems (New Brunswick, N.J.: Rutgers University Press, 1968). Blau, Peter M., "The Comparative Study of Organizations," Industrial and Labor Relations Review (April 1965). Boulding, Kenneth E., "General Systems Theory: The Skeleton of Science," Management Science (April 1956). Buckley, Walter, ed., Modern Systems Research for the Behavioral Scientist (Chicago: Aldine Publishing Company, 1968). Burns, Tom ard G. M. Stalker, The Management of Innovation (London: Tavistock Publications, 1961). Chamberlain, Neil W., Enterprise and Environment: The Firm in Time and Place (New York: McGraw-Hill Book Company, 1968). Previous Dashboard Calendar Notifications Next Inbox