Менеджмент кибернетикасының теориялық негіздері және қолданылуы

Theoretical framework of management cybernetics
The viable system model (VSM) is a model of the organizational structure of any autonomous system capable of producing itself. It is an implementation of viable system theory. At the biological level, this model is correspondent to autopoiesis. A viable system is any system organised in such a way as to meet the demands of surviving in the changing environment. One of the prime features of systems that survive is that they are adaptable. The VSM expresses a model for a viable system, which is an abstracted cybernetic (regulation theory) description that is claimed to be applicable to any organisation that is a viable system and capable of autonomy.

The model was developed by operations research theorist and cybernetician Stafford Beer in his book Brain of the Firm (1972). Together with Beer's earlier works on cybernetics applied to management, this book effectively founded management cybernetics. The first thing to note about the cybernetic theory of organizations encapsulated in the VSM is that viable systems are recursive; viable systems contain viable systems that can be modeled using an identical cybernetic description as the higher (and lower) level systems in the containment hierarchy (Beer expresses this property of viable systems as cybernetic isomorphism). A development of this model has originated the theoretical proposal called viable systems approach.

Here we give a brief introduction to the cybernetic description of the organization encapsulated in a single level of the VSM. A viable system is composed of five interacting subsystems which may be mapped onto aspects of organizational structure. In broad terms Systems 1–3. are concerned with the 'here and now' of the organization's operations, System 4 is concerned with the 'there and then' – strategical responses to the effects of external, environmental and future demands on the organization. System 5 is concerned with balancing the 'here and now' and the 'there and then' to give policy directives which maintain the organization as a viable entity. System 1 in a viable system contains several primary activities. Each System 1 primary activity is itself a viable system due to the recursive nature of systems as described above. These are concerned with performing a function that implements at least part of the key transformation of the organization. System 2 represents the information channels and bodies that allow the primary activities in System 1 to communicate between each other and which allow System 3 to monitor and co ordinate the activities within System 1. Represents the scheduling function of shared resources to be used by System 1. System 3 represents the structures and controls that are put into place to establish the rules, resources, rights and responsibilities of System 1 and to provide an interface with Systems 4/5. Represents the big picture view of the processes inside of System 1. System 4 is made up of bodies that are responsible for looking outwards to the environment to monitor how the organization needs to adapt to remain viable. System 5 is responsible for policy decisions within the organization as a whole to balance demands from different parts of the organization and steer the organization as a whole. In addition to the subsystems that make up the first level of recursion, the environment is represented in the model. The presence of the environment in the model is necessary as the domain of action of the system and without it there is no way in the model to contextualize or ground the internal interactions of the organization. Algedonic alerts (from the Greek αλγος, pain and ηδος, pleasure) are alarms and rewards that escalate through the levels of recursion when actual performance fails or exceeds capability, typically after a timeout. The model is derived from the architecture of the brain and nervous system. Systems 3 2 1 are identified with the ancient brain or autonomic nervous system. System 4 embodies cognition and conversation. System 5, the higher brain functions, include introspection and decision making.

In "Heart of Enterprise" a companion volume to "Brain ", Beer applies Ashby's concept of (Requisite) Variety: the number of possible states of a system or of an element of the system. There are two aphorisms that permit observers to calculate Variety; four Principles of Organization; the Recursive System Theorem; three Axioms of Management and a Law of Cohesion. These rules ensure the Requisite Variety condition is satisfied, in effect that resources are matched to requirement.