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  • System archetypes represent a powerful tool for managers in order to coping with complexity and providing appropriate decision-making support. Knowledge and tools of systems thinking play nowadays an important role in more effective organization management. Thus, understanding and utilization of system archetypes are necessary for successful transformation to the learning organizations. Theoretical part of this paper focuses on explanation of the meaning of system archetypes in systems thinking. The aim of this manuscript is to present existing gap between theoretical foundations and real knowledge possessed by top-managers in the sample organizations. The investigation focuses on finding the extent of practical usage in their organizations. Altogether 54 active high-ranked top-level managers fulfilled the self-directed questionnaire. The results of the research reveal the insufficient explicit knowledge of system archetypes, which are mostly recognized based on working experience rather than previous training. This fact might have negative impact on future development of organizations, whose top-managers are condemned to repeat past mistakes and ignore causal links in decision making.
  • System archetypes represent a powerful tool for managers in order to coping with complexity and providing appropriate decision-making support. Knowledge and tools of systems thinking play nowadays an important role in more effective organization management. Thus, understanding and utilization of system archetypes are necessary for successful transformation to the learning organizations. Theoretical part of this paper focuses on explanation of the meaning of system archetypes in systems thinking. The aim of this manuscript is to present existing gap between theoretical foundations and real knowledge possessed by top-managers in the sample organizations. The investigation focuses on finding the extent of practical usage in their organizations. Altogether 54 active high-ranked top-level managers fulfilled the self-directed questionnaire. The results of the research reveal the insufficient explicit knowledge of system archetypes, which are mostly recognized based on working experience rather than previous training. This fact might have negative impact on future development of organizations, whose top-managers are condemned to repeat past mistakes and ignore causal links in decision making. (en)
Title
  • Usage of System Archetypes in Business Administration by Top-Managers
  • Usage of System Archetypes in Business Administration by Top-Managers (en)
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  • Usage of System Archetypes in Business Administration by Top-Managers
  • Usage of System Archetypes in Business Administration by Top-Managers (en)
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  • RIV/62690094:18450/14:50002321!RIV15-MSM-18450___
http://linked.open...avai/riv/aktivita
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  • O
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  • 52222
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  • RIV/62690094:18450/14:50002321
http://linked.open...riv/jazykVysledku
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  • System Archetypes; Decision Making; Business Administration (en)
http://linked.open.../riv/klicoveSlovo
http://linked.open...ontrolniKodProRIV
  • [BB6309B37481]
http://linked.open...v/mistoKonaniAkce
  • Valencie, Španělsko
http://linked.open...i/riv/mistoVydani
  • Norristown
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  • IBIMA 2014 : proceedings
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http://linked.open...UplatneniVysledku
http://linked.open...iv/tvurceVysledku
  • Bureš, Vladimír
  • Otčenášková, Tereza
  • Kolerová, Karolína
http://linked.open...vavai/riv/typAkce
http://linked.open...ain/vavai/riv/wos
  • 000339308100176
http://linked.open.../riv/zahajeniAkce
number of pages
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  • IBIMA
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  • 978-0-9860419-2-1
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  • 18450
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