Innovation of Organizational Model of the Third Generation of Management Concepts
General innovative organizational model management concept of the third generation, which includes the theory of viable systems and methods for operational use, provides a new basis and new opportunities for innovation in management organizational systems. The methodological approach as a starting point for specific definition of the system takes into account the potential for a viable approach to the management of innovation management and organization that exposes the established contributing factors existing organizations that can innovate individually and comprehensively. The model excludes possibility of excessive self-organization, probabilistic synergies and intuitive unilateral action, since such action inevitable result of sloppy drafting of performance irrespective of design flaws. At the same time it allows and supports professional and especially the interdisciplinary creativity and inhibit bureaucratic rigidity. Do not allow to think partlly systemically or partially traditional or tradition traditionally defined management concepts that define the realization of generally accepted methods. Innovative organizational model management concept of the third generation has a role Metamodel, which is reflected in ability of its recurrence in all its strategies, long-term strategy learning organization and on all organizational levels of the business and organizational system, but in a variety of topics related to the perception of innovation in an organization.
It has to be the specific principles variable system to adapt further to the needs of the general model of the learning organization (GMLO):
• The individual levels of the organisation by defining certain functions in the business organization system (implementation, against oscillation, synergy, learning and identity), the tendency to unification diversity between subsystems (and the subsystems themselves) GMLO.
• There must be a long-term aspiration to provide more diversity GMLO as they can in the same time to ensure it’s individual subsystems of different strategies.
• Diversity researcher must be the same diversity of new connections between the individual subsystems of different strategies GMLO or greater than it; new links between the individual subsystems of different strategies GMLO are the result of the variability of their space and boundaries. Researchers (with) the possibility of detection through the content of new connections between the ass GMLO depends on its capacity to adapt and discover a new problem in the unit of a higher order, to understand the changes and that they are also competitive reacts.
• To increase the diversity GMLO and the consequent preservation of it’s identity and the identity and viability of the business organizational system as a whole must exist reproducibility (qualitative upgrades) GMLO at all (not just the higher) organisational (metasystems) levels in a manner that takes into account all the subsystems of the different strategies GMLO and all relations between them, including those that are written in the first three sub-paragraphs.
Innovative organizational model management concept of the third generation is author identifiable. It is aimed at the realization managements aspects of business competitiveness, overcoming user's expectations and improve organizational learning. The original scientific approach to the theoretical definition of an innovative organizational model management concept of the third generation has based on a research content organization, the role of its developments and the ability of employees to express their potential and take into account when designing an innovative organizational model. Simply can not accept the position that it would be possible to design a concept that would cover all key factors of a particular organizational phenomenon and have the key to satisfy the expectations of the majority of users or specific set of organizational theories. It is a fundamental requirement for a reasoned understanding of the essence of innovation in the company or of an innovative organizational model. Individual and group perception of problem situations from the perspective of the soft systems theory is important for joint decision-making and is a precondition for reasoned understanding of the essence of innovation in a company or an innovative organizational model. Based on the subsystems in order to establish an organization that needs to be modified to target a new forms and methods of sustainable innovation and organization.
The Model in its perfection takes into account the five levels of repeatability, which are reflected in the implementation, against oscillation, synergy, learning and identity, thus maintaining consistency. Explains the innovations which establishes the organizational system as a whole, where all employees learn about the importance of parallel learning with work, guidance in a creative and fruitful learning, by fostering systemic thinking as a basis for learning and emphasizes the importance of organizational climate that encourages, rewards and accelerates individual and team learning. Management concepts of the third generation are today the leading theoretical trends in the field of management and organisation and as a rule based on the system aspects where innovation is seen as the key theoretical themes. The organisation, which in the course of their business identify their business model management concept of third generation (according to the principle of custom made) and transferred the theoretical knowledge of innovative organisational model their business model management concept of third generation in the business practice have achieved above average results in comparison with comparable competing organizations. Introducing of an innovative organisational model management concept of third generation requires constant development of techniques for the governance, management and implementation. Innovative organisational model management concept of third generation constitutes the basic theoretical foundation of sustainable innovation the business-the organisational system and the basic icomponents of it’s associated model. In the short term cannot be expected, that managers started to develop separate models for the business renovation company. We can expect to increase their knowledge and quality control of the business changes and thereby affect the international comparability of business enterprises.
To recognising stochastics (it’s impossible to predict all of the changes), awareness of viability (ability to adapt for survival), to the consciousness of autopoetic and heteropoetic systems (from inside to organize itself, and partly also from the outside), are necessary for consciousness after of viable transformation and innovation activity in the modern organization in comparison with the traditional means to ensure the conditions to achieve continuous competitive advantages.
Model management concept of the third generation enables the transfer of theoretical knowledge into applied solutions and is therefore also a good starting point for further theoretical and applied research of modern management models.