Management practitioners have always felt the need to understand organizational contexts and processes. Consequently many different theoretical bases have been used to facilitate the evaluation. However the focus on existing approaches has primarily been on the ‘formal’ aspects of the organization. This has often resulted in inadequate and poor analysis of various complex managerial situations. In viewing organizations as communications systems, this paper introduces the responsibility analysis approach which helps in presenting a comprehensive picture of an organization environment. At a very generic level, organizations are viewed in terms of three sub-systems; technical, formal and informal. When conducting a responsibility analysis, the endeavor is to identify the responsible agents and capture the norms associated with each action. In doing so, we seek to understand the underlying repertories of behavior. This produces a high level specification of the organization and its attendant responsibilities, thus allowing a comparison to be made with the implicit and explicit structures of responsibility. The paper demonstrates these concepts with examples drawn from a National Health Service case study.

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• 1994

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• Document

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• Creative Commons BY-NC-ND Attribution-NonCommercial-NoDerivs 4.0 International

  
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System Dynamic Society Records

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• This collection is part of the University Archives