MANAGING THE ENTROPIC ORGANISATION. A paper by: David Ivers.DipT., BEd., GradDipEd(Rel.Ed)., MEdAdmin., MCCEAM., MACE., AFAIM.
Published By: David John Ivers DE LA SALLE BROTHERS Marrickville * NSW * 2204 * Australia
¤ MANAGEMENT EDUCATION PAPERS This Management Education Paper is a published work which aims to present the findings of occasional independent research into issues that may affect or impinge upon good management, preferably in the Australian context. The papers are subjected to critical review by experienced administrators and people with technical expertise, prior to publication. In this sense, each title in the Management Education Papers series is refereed. It is hoped that through the occasional publication of monographs, the findings may be used by managers to improve their organisation and the working standards for those engaged by such organisations. This paper was published in accordance with the Copyright Act 1968 (Commonwealth of Australia). A legal deposit of this paper has been made with the National Library of Australia and with the relevant State Libraries.
Management Education Papers ISSN 1328-7362 Managing the Entropic Organisation ISBN 0 9587137 0 7
©Copyright 1997 David John Ivers, De La Salle Brothers Marrickville NSW. 2204. Copyright is held by the author. The views expressed in this paper are the views of the author based upon independent research and may not be those of the De La Salle Brothers, either as an organisation or individually. Every effort has been made to identify and reference all sources used in this paper. This paper may not be sold by any party, other than the author. Reproduction is permitted for study purposes only, in accordance with the relevant sections of the Copyright Act 1968 (Commonwealth of Australia). Under such circumstances, this work is to be properly cited and due credit given to its author. Where reproduction is sought for purposes other than study, permission must be gained from the author.
If you found this paper useful, then you may like to check your library catalogue for other titles in the series. Post Production Note: The author is no longer a member of the De La Salle Brothers but was a member at the time of publication and graciously acknowledges their assistance at that time.
ACKNOWLEDGEMENTS The author would like to thank and acknowledge the role that the following people played in the critical review of this paper. Mr. Ranald Cross Mr. Brad Elliott Mrs. Suzanne Gruchot Mr. Joseph Haddad Mr. Lenard John Ivers Mr. Stephen Manning Mr. John Murphy Mr. Mark Pauschmann Through their willingness to share their expertise and experience by critically reviewing this paper on a voluntary basis, they have made an invaluable contribution to existing knowledge, which is always appreciated.
ABSTRACT.
On the surface, it may seem insignificant to many managers and administrators, but there has been a not so quiet revolution occurring in Science, specifically in the area of Physics. Currently it goes under several names including Cosmology or 'The New Physics'. Whatever label people attach to it, one thing is certain. The New Physics has implications for the Administration and good Management of organisations. Indeed, managers may in fact be ignoring these new developments at their own peril and that of their organisation. This paper focuses on the concept of 'entropy' and applies it to organisations generally, and system theory specifically. Central to the paper is the notion that the energy that generates chaos or 'entropy' can be harnessed into a creative and life-giving force for any organisation through the use of effective leadership and communication techniques.
Preamble.
On the surface, it may seem insignificant to many managers and administrators, but there has been a not so quiet revolution occurring in Science, specifically the area of Physics. Currently it goes under several names including Cosmology or 'The New Physics'. Whatever label people attach to it, one thing is certain. The New Physics has implications for the administration and good management of organisations. Indeed, managers may in fact be ignoring these new developments at their own peril and that of their organisation.
