1. Systems Approach - Chapter 1

Boundaries

Limits of a system that set the domain of organizational activity.

Commercial food service

Food service operations in which the sale of food is the primary activity and profit is desired.

Dynamic equilibrium

Continuous response and adaptation of a system to its internal and external environment.

Entrepreneur

Person who creates and assumes risk for a new venture or business.

Environmental factors

Things outside the system that can impact the operation of the system. (Ex. Food prices, regulations.)

Environmental scanning

Search for and acquisition of information about events and trends external to the organization.

Equifinality

Same or similar output can be achieved by using different inputs or by varying the transformation process.

Feedback

Processes by which a system continually receives information from its internal and external environment.

Hierarchy

Characteristic of a system that is composed of subsystems or a lower order and a suprasystem of a higher order.

Input

Any human, physical, or operational resource required to accomplish objectives of the system.

Intergration

Parts are blended together into a unified whole.

Interdependency

Each part of the system affects the performance of other parts of the system.

Interface

Area where two systems or subsystems come in contact with each other.

Memory

All stored information that provides historical records of a system’s operations. (Ex. What happened last year at this time.)

Model

Conceptual simplification of a real situation in which extraneous information is excluded and analysis is simplified.

Onsite food service

Foodservice operations in which sale of food is secondary to the goal of the organization; typically not for profit.

Open systems

Organizations that are in continual interaction with the environment.

Output

Result of transforming input into achievement of a system’s goal.

Subsystem

A complete system within itself that is part of a larger system.

Synergy

Working together can create greater outcomes than working individually.

System

Collection of interrelated parts or subsystems unified by design to obtain one or more objectives.

Transformation

Action or activity to change inputs into outputs.

The systems concept (5) - management theory

1. A system is designed to accomplish an objective.

2. Subsystems of a system have an established arrangement.

3. Interrelationships exist among the elements.

4. Organizational objectives are more important than those of the subsystems.

5. Input (given)—> Transformation (what we do) —> Output (produced)

Characteristics of Open Systems (6) - management theory

1. Interdependency of parts, leading to integration and synergy.

2. Dynamic equilibrium

3. Equifinality

4. Permeable boundaries

5. Interface of systems and subsystems. (ex. Community agencies)

6. Hierarchy of the system

Permeable Boundaries

Outside “stuff” that affects the organization. (Ex. Weather, vendors.)