Socio-Technical Systems and Organizational Values

Modern organizations define themselves using statements of vision. They state

their vision in terms of human resources and technology, a socio-technical view.
Modern organizations also define themselves in terms of values. New employees
entering the organization learn the value system from employees with longevity
in it. How organizations incorporate socio-technical systems as a reinforcement
tool of their value system is the focus of this paper.

Values

In business, small and large, values determine course the business sets for itself.
Yukl (2006) defines values as key statements of an organization. The value
statement is ideological, what the organization considers important. Many values
find their way into organizations including customer service, innovation,
satisfaction of internal and external constituents, and excellence. Yulk’s view of
values suggests something deeper. Organizational values and value creation are
the soul of competitive edge, competitive advantage.

Hill and Jones (1998) write of management values as statements of how

managers will conduct themselves and how they will do business. Managers in
high performing businesses conduct themselves with stakeholders in mind.
Winston (2002) suggests that high performing leaders accept the values of the
organization as being of higher consequence and importance.

Systems

Values of an organization (customer service, innovation, satisfaction) imply an

organization is a system. Senge (1990) tells us that organizations are organic
systems of interconnected and interrelated sub-groups. This suggests more than
brick and mortar structures, it suggests organizations of people, technology, and
social interaction. Technology, according to Davis (1996), is a “conceptual bridge”
between science and economics. This link gives form to how organizations
manage. Conversely, Wren (2005) presents the view of technological change
being disturbing to the social system of an organization. Socio-technical systems
offer leverage to dispel the disturbing nature of change.

Socio-Technical Systems

Lee (2000) explains social of the socio-technical systems as the habitual attitudes
of people. He includes the relationships between people with their values and
behavioral styles. He also describes it as the formal power structure identified
using traditional organizational charts. However, he continues with the aspect of
an informal power structure based on influence and knowledge. The technical
system makes up second part of the dyad. This system, according to Lee (2000),
is “machinery, processes, procedures and a physical arrangement.”

A socio-technical system, abbreviated STS for the remainder of this paper, is

people and technology blended. Yet, this is a much too simple definition. Some
elements of STS are closely interrelated; therefore, it is not easy to distinguished
items within a STS as purely technical or purely social. Aldridge (2004) explains
STS as approaching organizational work groups as social systems and macro
social systems. A third level of work observed is primary work systems. The
primary work system according to Aldridge is one or more work units involved in
face-to-face work. Work units collaborate jointly and have support of
management, relevant technology, resources, and workplace specialists. Aldridge
includes the writings of Trist (1981) when defining macro social systems, “…
macro social systems include systems in communities and entire business sectors
as well as societal institutions” (Trist, 1981, pg. 11). The STS design in work
groups is increasing productivity of the group and increasing job satisfaction
through optimization of social factors and integration with technical factors.

Elements of STS

According to an anonymous article on STS, the author explains some of the

components integrated into a functional socio-technical system. Explained
separately, each component has its own character; however, it is clear how
closely linked each is and overlaps the others.

• Hardware is computers and computing peripherals, the classic technology of

modern business. Organizations today do not exist without some kind of
computing network, connecting wires, routers, and individual workstations.

• Software includes operating systems (Windows, UNIX, Apple, etc). As

technology advances, it is increasingly difficult to separate hardware and
software. Software varies based on organizational needs; yet software allows
companies to create data for storage on hardware devices. The software often
runs from the same hardware devices used for storage. Software facilitates social
interaction by allowing distantly remote people an opportunity to message each
other in almost real-time.

• Physical surroundings (physical setting) help establish the social and technical
rules of engagement. Building with an open floor plan and open desk
arrangement allows open social interaction among workers. Buildings with offices
separating workers reduce interaction. Managers with an inner sanctum guarded
by a secretary’s office establish a hierarchy of power.

• People, by name and by title, make up an integral part of any organization

culture, social environment. Within an organization people have roles they play,
positions they work in, and ancillary roles they exercise. Within their roles, they
use their surrounds with hardware and software to support their roles.

• Procedures define operational procedures in an organization. Procedures are

statements of rules and norms formally written. Outside the formal written
procedural statements are unofficial ties to data flow and reporting relationships.
Procedures attempt to define culture in a STS but the informal norms and
behaviors are equally important to understand when developing a STS model.

• Laws and regulations are similar to procedures but impose stronger public
sanctions when violated.

• Data and data structures in STS involve collection and storage of an

organization’s information. Additionally, this element explains data use, retrieval,
or presentation for use.

An organization’s socio-technical system supports the business as a great place to

work. More than that, STS is a key factor to supporting leadership initiatives,
vision, and values. Observed in 1949 in Great Britain, researchers developed
socio-technical systems in South Yorkshire coalmines. They saw the technical
improvements in mining coal combined with highly motivated work groups who
self-regulated and collaborated closely became more productive than traditional
work groups with the same technological improvements. Another observation was
the self-regulated and collaborative teams were more cooperative among
themselves, performing multiple tasks rather than one man one job, and
committed to Ortgeist (spirit of the place) (Aldridge, 2004).

STS Applied Organizationally

A recent Internet search found the U.S. Federal Aviation Administration Logistic
Center’s statement of beliefs and commitments. Not all cited here; however,
these selected ones reinforce concepts of socio-technical systems.

• Results Oriented – The Logistics Center constantly drives for results and
success. We drive issues to closure, persist despite obstacles and opposition, and
maintain a high energy level. Our employees readily put in the needed time and
effort to achieve results.

• Innovation – The future of the Logistics Center is assured only as long as it

welcomes and rewards innovation, creativity, and resourcefulness. We recognize
“trial and error” as being elements of innovation and continuous improvement.
Innovation has been the cause of success for the Logistics Center.

• Quality – We provide the best quality in all of our products and services. Our
goal is to exceed industry benchmarks.

• People – People are our most important resource. We respect the individual’s
dignity and value their contributions. We invest in training and education to give
our employees the tools to make the Logistics Center a world-class organization.

• Teamwork and Collaboration – The Logistics Center provides a positive and

challenging environment that supports the achievement of mission goals and
fosters team spirit. We are partners with our customers, stakeholders, suppliers,
and are committed to union/management partnerships.

• Integrity and Openness – The Logistics Center values trust, sincerity, honesty,
and candor in relationships both personally and organizationally. We encourage
our employees to express ideas, opinions, and thoughts in an honest and genuine
manner.

• Corporate Citizenship – The Logistics Center values a positive corporate image

and is sensitive to our corporate responsibilities to the community. We actively
participate and support community involvement.
In post-industrial organizations, STS helps leaders create constructs that are
enabling, empowering, in turn, enabling and empowering accelerates
communication, and learning and knowledge. Within the context of knowledge
building and knowledge, sharing, STS, through collaboration, allows work groups’
flexibility to develop original work patterns and competitive advantage.

Leaders Role in STS

Davis (1996) urges successful leaders to lead as if the future is now.

Accomplishing this means seeing the final product rather than the processes of
the product. STS employs the right people and the right technology at the right
time within a structure that supports organizational values.
In an environment of rapid change, having a competitive advantage allows
organizational foresight. However, foresight requires maintaining core values.
Socio-technical systems support organizational values by maintaining
organizational memory and shared experiences. Memory and shared experiences
provide views of where the organization was while keeping everyone tracking
toward future vision. An organization with strong STS standards uses their
technology to preserve history, create performance benchmarks, and develop
knowledge and learning environments. Strong quality systems demonstrate
teams’ abilities to eliminate obsolete practices while staying within the framework
of original values.

Conclusion

Stated earlier, organizations are systems of interrelated parts with differing skills
and skill levels. STS, working within an organizations value system promotes
wisely those with skills, knowledge, and ability. Additionally, STS, working with
the value system, provides workers with the tools needed to grow in the skills,
knowledge, and abilities so they, too, can be promoted. Members of self-directed
teams seek new or improved skills from within the STS and through their
interconnection with team members.
Self-directed teams improved productivity and commitment to the team and
organization in English coalmines in 1949 and self-directed teams continue being
productive and committed. Therefore, an organization employing socio-technical
systems can grow into the future, yet hold fast to its historical past and the
values making the group viable.