On the Informatics of Organization Thoughts : from C.J.Barnard\u27s thoughts to the present and beyond

This is an essay about informatic processes in modem organizations-an emerging area of interest known as organizational intelligence with cognition. Cognition refers to the ways we think about people in social situations in general. This essay is concerned specifically with learning and thinking processes in organizational intelligence. It is based on the fundamental assumptions that learning and thinking are the lifeblood of organizations, and that organizational intelligence lies at the heart of decision making, intra-communication, strategic analysis, organizational behavior, individual activity, organization design, and virtually every other important organizational process. Consequently, the main purpose of this essay is to discuss the learning and thinking processes in organizational intelligence, and offer treatments of the informatics of the organization thoughts, especially C.I.Barnard\u27s theory

Basic Problems on Organizational Complexity

Organizational phenomena are very complex. As one observes them. They seem to be composed of human activities on many different levels of analysis. Decision making, organizational behaviors, human relations, group dynamics, socio-psychology, corporate governance, business ethics, operations research, cooperative systems, public / private administrations, ambiguity and fuzzy management processes seem to exist in extremely complex multidimensional patterns. The complexity seems at times almost beyond comprehension. Yet it is the complexity that is, on the one hand, the basis for understanding organizational phenomena for theorists and, on the other, what makes it difficult for practitioners. Hence, the integration of multidimensional patterns of complexity, requires inter-disciplinary and trans-disciplinary approaches to analyze organizational phenomena. This article presents the following topics: 1) organizations as complex systems, 2) the discrepancy between theory and phenomena on organizational complexity, in relation to the standpoint for analyzing organizational phenomena, 3) the institution as a public organ based social responsibility, 4) conflicts between decision-making and business ethics in relation to social conventions, 5) individual behavior in dependent on organizations within information society

The Neural System of Organizational Decisions

In this article I refer to the informatic process of decision-making in social organizations. Specifically, I focus on \u27organizational intelligence\u27 that depends on the neural system of organizational decisions. Organizational intelligence, like individual intelligence, is built on two fundamental aspects. The first of these is rational calculation, by which expectations about future consequences are used to choose among current alternatives. The rationality of policy making is typified by planning, analysis, and forecasting using the techniques of decision theory and management sciences. The second aspect is learning from experience. Through learning, feedback from previous experience is used to choose among present alternatives. \u27learning\u27 in policy making is typified by experimentation, evaluation, assessment, and the techniques of experimental design and control theory. Therefore, I divide the informatic process of decision-making in organizations into the following three parts - a cognitive process, a learning process, and a thinking process in the neural system of organizational decisions.本研究は、関西大学経済・政治研究所「情報管理」研究班における筆者担当部分「組織情報過程の研究」の研究経過報告である（文部省科学研究費（基盤研究 (c) (2) 課題番号11630141））

RESILIENCE MANAGEMENT: FROM FUKUSHIMA DISASTER TO BOILING OCEANS AND NORTHWARD VIRAL SPREAD

We reviews the necessity of \u27resilience based on disaster management\u27 (Chroust, G., 2015). Firstly, it examines non-resilience, showing the current status of nuclear fuel debris, contaminated water and radioactive waste after the Fukushima Nuclear Disaster, since when radioactive contamination has damaged the local community and socio-economic systems. Secondly, it presents evidence of global spread of super-typhoons and unusual weather patterns, with the location of maximum typhoon intensity having moved northward by approximately 150-200 km compared to 1982, and at the same time expanded due to the \u27boiling ocean\u27 effect. Thirdly: it considers ir-resilience, \u27global ocean warming\u27 through the multiplier effects of hydrospheric and CO2 atmospheric warming. Finally: it discusses un-resilience, arising from the spread of infectious tropical diseases to the northern hemisphere caused by global ocean warming, as part of the irreversible environmental change caused by our artificial systems, which will increase the risk and crisis of disasters for all human beings. Re-consideration of our living systems is therefore necessary to create awareness of the \u27five functions of resilience management\u27 for all-round sustainability.Proceedings of the 61st Annual Meeting of the ISSS - 2017 Vienna, Austriahttp://journals.isss.org/index.php/proceedings61st/article/view/319

Global Boiling by Nuclear Heated Ocean: Unstoppable Atomic Generations

Hiroyuki Itsuki has said that Fukushima was a ‘second war defeat’. Japan, which suffered the atomic bombing of ‘Hiroshima’ and ‘Nagasaki’ in the Second World War, wasonce again visited by a nuclear incident at Fukushima. After the world war, the state wasdefeated but the natural environment was preserved. Conversely, at Fukushima, thenatural environment was lost and people were robbed of their livelihood, with the statealone remaining intact. Historically, the International Atomic Energy Agency (IAEA) have taken only retrospective action in the event of nuclear-related accidents, disasters, or mishaps, while current law is insufficient and ineffectual in the face of the nuclear issue. Meanwhile, the management of the electric-power companies in charge of nuclear operations, such as the Tokyo Electric Power Company (TEPCO) in the case of the Fukushima nuclear accident, has also been lax both in its preventive measures against accidents and disasters and in its risk awareness. Even after the accident, its response can only be called inadequate.This article reviews, firstly, outlines the ‘unstoppable’ nature of nuclear generation as exemplified by the lifecycle of nuclear reactor technology, the decommissioning of reactors, and the nuclear-waste disposal problem; secondly, traces the roles in the JCO nuclear-fuel criticality accident of failed management in the form of the power companies, and government in the form of the ‘nuclear-electricity regulatory authorities’ and ‘fuzzy policy’; finally,highlights ‘ocean-temperature’ rise in the northern hemisphere, specifically the NorthPacific, Arctic and North Atlantic, perhaps as a result of the thermal effluent from 435nuclear reactors in the northern hemisphere which is an insidious product of today’snuclear industry

Invisible Mutuality between Structural Inertia and Learning Disability - A Case Study of the West Japan Railway Accident 4.25 -

This article examines a case study of the JR (Japan Railways) West accident, which was the worst railway accident in Japanese history. The purpose of this research is to prevent similar accidents by focusing on organizational ‘learning disabilities’ (Garvin, 2000). We review firstly a summary of the JR accident. Secondly we review the irrational behaviour of the driver involved, which originated in the system of re-education of the JR West Company known as ‘Nikkin Kyoiku’. Thirdly, we examine the interference with organizational learning bounded by ‘structural inertia’, and finally, we review the ‘organizational disaster’ in relation to the ‘learning disability’. This research is concerned with compliance and corporate governance

The Depths of Rationality : Organizational Ethics and Culture

本稿では，主に社会組織における人間の「非合理性」について，マツラーナの「倫理」とバーナードの「道徳」の所説を中心に論及する．従前の一般システム理論は，経済，政治，行政，企業経営そして社会現象における「組織行動の多様性」を解明してきた．こうした現象は，すべて人間の活動からもたらされ，その合理性の限界に規定されるのである．そこには，サイモンのいう「限定合理性」が関与することが指摘できる．それゆえ，ここでは社会合理性の構築に向けて現代組織におけるモラリティとエシックスそして文化の所在をとりあげたい．これは，「人間合理性の淵」を探求することにほかならない．とりわけ人間協働の理解を助ける為の「科学的合理性」の可能性について検討するものである．In this article we discuss mainly the human \u27irrationality\u27 in social organizations-with a focus on the \u27ethics\u27 of H.R. Maturana and the \u27morality\u27 of C.I. Barnard. Previously, general-system theories have helped to determine the \u27diversity\u27 of organizational behavior in economics, politics, public / business administration and social phenomena, all of which depend on human activities, occurring at the limits of rationality. It was suggested how to overcome the \u27bounded rationality\u27 of H.A. Simon. Therefore, most organization theorists highlight the morality, ethics and culture of modern organizations as related to \u27social rationality\u27. This is an inquiry into the \u27depths of human rationality\u27. We concentrate especially on the possibility of using \u27scientific rationality\u27 to facilitate an understanding of \u27cooperative systems\u27

Our Stolen Sustainability Unsafe Eden Contaminated by Environmental Hormones

When we speak of sustainable development in the context of modern society, what does it actually mean? Here we would like to address the issue of environmental contamination and explore the conditions required to move toward human coexistence and symbiosis with the natural environment. Studying the effect of ‘environmental hormones’ and endocrine disruptors on the ecosystem, Theo Colborn confirmed the risk of ‘brain contamination’ through the food chain and ‘bio-accumulation’. The contamination of the ecosphere by environmental hormones - an issue which no modern human can avoid - is a ‘negative legacy’ contrasting with the economic wealth brought by modern rationality. In this article, we consider the role of the environmental ethics which societies and individuals will be required to practice in the near future and examines the role of ‘environmental management’ as a preventive policy carrying the morality of the modern organization

Trust in E-Community

本稿では，情報化社会におけるeビジネスについて取り上げる． eビジネスは，新たなコミュニケーション空間すなわち「eコミュニティ」を生成し，主にB to B〔企業と企業〕B to C〔企業と顧客・消費者〕に分けられる．果たして, eコミュニテイの性質とは何か， またそれは，従前の組織モデルと何が異なるのかを検討してみたい． とりわけ, eコミュニティの存続には，相互学習による協創を必要とし，それは参加者相互の信頼関係に根ざしている． この点について，バーナードは，人々の相互信頼から「組織の信頼性」を明らかにしていた．社会組織における信頼創造は，知識創造や価値創造に繋がっており， ここでは, eコミュニテイにおける信頼―知識―価値の因果関係について論及する．In this article, we refer to e-business in information society. The e-business generates a communication space \u27e-community\u27 that can be divided primarily into Business-to-Business and Business-to-Consumer relations. Then, we focus on what is the nature of the e-community and what is the difference from past-organization models. Especially for the survival of the e-community needs the alliance in mutual learning has previously clarified that based on feelings of trust among the participants. Similarly, C.I. Barnard cleared that "dependability" has to be concerned with mutual trust. The creation of trust in social organizations leads to the creation of knowledge and values. Therefore, we discuss the trust-knowledge-values relationship in the e-community