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Cybernetics and Control

Cybernetics and Control. Compiled by Rulzion Rattray UAD School of Management. Definitions. Cybernetics: The science of systems of control and communications in animals and machines. Control:

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Cybernetics and Control

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  1. Cybernetics and Control Compiled by Rulzion Rattray UAD School of Management

  2. Definitions • Cybernetics: • The science of systems of control and communications in animals and machines. • Control: • Many different definitions many with emotional connotations; dominate, command, exert control over, etc

  3. Engineering Control Actual Temp + Temperature _ Temperature Appliance Switched on Actual - Desired Appliance switched off Desired Temp

  4. In Control Standard Corrective Action Performance In balance perfect control?

  5. Out of Control Standard Performance Corrective action Measurement Time Lag

  6. Ability to Control • Control requires the ability to measure accurately enough so that corrective action will result in performance getting closer and closer to the standard or target. • Inability to measure accurately is likely to result in performance deviating further from target due to reinforcement.

  7. Negative (Damping) Feedback Discover a deviation from standard Carry out the offsetting action Choose an offsetting action

  8. Cybernetics • We learn from our actions, when we miss the target we re-calibrate and try again • the accuracy and potential stability of the system is dependant on: • measurability of the target and of performance • coupled with the ability to deliver the right amount of correction in the right time frame • Britain's boom and bust economy a result of failure to understand the basic principles of control?

  9. Error Controlled Regulation Disturbance Organisation Outcome Regulation

  10. Error Control • The monitoring reviewing and corrective action system of an organisation. Using past performance to correct future action. • Can be improved if past performance is used to forecast, depending on the accuracy of the forecast

  11. Anticipatory Regulation Disturbance Organisation Outcome Regulation

  12. Conclusions • Organisations have not always taken the basic principles of control into account. • In the real world there are often too many variables to measure, controlling one thing might disturb another resulting in unintended consequences. • Organisational control a complex problem due to the complexity of the environment both internal and external.

  13. References • Stacey, R, 1996, “Strategic Management & Organisational Dynamics”, Pitman, London. • Bartol & Martin, 199-, Management etc.

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