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Discussion

Name

Instructor

Course

Institution

Date
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SECTION 1

Systems Theory (Quantitative)

Contemporary business ideologists have acknowledged the social obligations of business

actions, who believe along similar lines. During this time, management concepts were refined

and perfected to a high level. The separation of ownership and management occurred due to the

emergence of large corporations (Cheffins, 2018). In place of 'owner-managers,' this shift in

ownership pattern eventually brought unsalaried and professional managers.' The delegating of

power to hired management led to greater use of scientific management approaches. At the same

time, professional management has developed a social responsibility to various stakeholders,

including consumers, shareholders, suppliers, workers, trade unions, and other government

agencies. The systems approach looks at both wide ranging and differentiated systems. The

unique management system includes, among other things, an assessment of organizational

structure, information, planning and control methods, and job design (Davies, 2019). The ideas

of the systems theory management approach are founded on psychological, cognitive, and

theoretical methodologies and are largely concerned with formal organizations.

The Mathematical School, which sprang from the Decision Theory School, offers a

quantitative basis for decision-making and sees management as a system of statistical equations

and processes. "Management Science School" or "Operations Research School" are other names

for this institution. It is critical for this institution to hire a diverse group of scientists from many

areas. It makes use of scientific methodologies to give a quantitative basis for management

decisions (Chernoff & Moses, 2012). Management is seen as a logical procedure by proponents

of this school. It may be expressed using mathematical concepts, relationships, and models.

Different quantitative approaches including queuing, simulation, and linear programming, are
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increasingly being utilized to explore a wide variety of issues in practically all management

areas. This school's proponents think that all management parts may be stated quantitatively and

analyzed. However, it should be remembered that although mathematical models aid in the

systematic investigation of issues, they are not a replacement for competent judgment.

Furthermore, although quantitative mathematical approaches give instruments for

analysis, they cannot be viewed as a stand-alone management thinking system. Even though

mathematics is employed extensively in physical sciences and engineering, it has never been

deemed a different school. Mathematicians have made significant contributions to the discipline

of management. This has made a significant contribution to developing organized thinking

among managers. Consequently, the managerial discipline has become more precise (Doz,

2020). Its contributions and use are difficult to overstate. It can, however, only be utilized as a

tool in managerial practice. It is all interconnected and interrelated, according to the system

concept. A system is made up of interrelated and dependent components that, when put together,

form a coherent whole. A system is nothing more than a collection of elements or components

that come together to form a complex whole. It has a hierarchy of subsystems, which is one of its

most defining aspects (Davies, 2019). That is the components that make up the primary systems,

and so on. For example, the world may be thought of as a system in which diverse national

economies are subsystems.

Each national economy, in turn, is made up of diverse industries, which are made up of

companies; and, of course, a business may be thought of as a system made up of subsystems

such as production, marketing, finance, accounting, and so on. Each national economy, in turn, is

made up of diverse industries, which are made up of companies; and, of course, a business may

be thought of as a system made up of subsystems such as production, marketing, finance and

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accounting (Cheffins, 2018). The total efficacy of the system, rather than the performance of the

subsystems, is the focus of the systems approach. The subsystems' interconnectedness is taken

into consideration. At the organizational level, the concept of systems may be utilized.

Organizations, not only the aims and performances of individual departments (subsystems), are

considered when implementing system principles.

SECTION 2

Total Management Systems

A managerial system is a means for a corporation to coordinate the many areas of its

operations in order to achieve its objectives. These objectives might pertain to a variety of topics,

including product sustainability, production performance, performance, and worker safety and

wellness. Each company's unique circumstances will determine the system's degree of

complexity. Other companies, especially smaller, it may imply having outstanding management

from the founders, who can clearly outline each employee's responsibilities and how they relate

to the company's overall objectives without a lot of documentation (Chang, 2016). Complex

companies operating in strongly regulated markets, for example, may need substantial paerwork

and controls to achieve their legal commitments and organizational goals.

TMS (Total Management System) is a complete business administration system that aids

in organizing and managing corporate activities. This ground-breaking approach brings together

a diverse variety of software programs for managing and doing company under one roof. Starting

with the ERP backbone, KeySoft TMS moves through Human Resources Management (HR),

Customer Relationship Management (CRM), and Sales Force Automation (SFA), as well as

business procedures that are automated by Business Process Management (BPM) and organized
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and controlled by Document and Flow Management (DMS). A broader picture of the company

and a flexible and scalable solution that allows for numerous methods with the ultimate objective

of unified resource and business process management (Chang, 2016). The Total Management

System (TMS) is a unified program that combines the features of its several components.

Furthermore, vast features are linked, resulting in each module having non-standard

capabilities that are incredibly helpful to the end-user when viewed individually. Most of the

modules, for example, integrate document management. TMS is offered in a modular format, so

one may start with one of the modules and add more as a company's management requirements

increase. TMS focuses on reducing waste and increasing efficiency to guarantee that a high-

quality product is produced the first time (Jeston, 2014). It focuses on continual improvement to

maintain consistent product and process quality while addressing concerns, which can be

handled with the help of a effective Quality Management System.

In conclusion, TMS and QMS work together to increase organizational productivity and

effectiveness. To make a firm's overall quality management strategy a success, one must make

sure that they use the correct quality management software. TMS lets users develop a

centralized, automated system to assist them in handling every activity with simplicity, from

document control to internal and external audit results, training programs, and customer

complaint handling. The goal of TMS is to improve the quality of the processes. Instead of

holding employees responsible solely, the company may enhance current procedures to generate

a better result. A complete quality management system aids in the streamlining and improvement

of current processes and the management of change.

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References

Beynon-Davies, P. (2019). Business information systems. Red Globe Press.

https://books.google.com/books?

hl=en&lr=&id=dKm8DwAAQBAJ&oi=fnd&pg=PP1&dq=Beynon-Davies,+P.

+(2019).+Business+information+systems.

+Red+Globe+Press.&ots=iZAJtOq_jA&sig=iYzU3ADJQKScwH2Iz6z4lPBmDjM

Chang, J. F. (2016). Business process management systems: strategy and implementation.

Auerbach Publications.

https://www.taylorfrancis.com/books/mono/10.1201/9781420031362/business-

process-management-systems-james-chang

Cheffins, B. R. (2018). The Rise and Fall (?) of the Bearle-Means Corporation. Seattle UL

Rev., 42, 445. https://heinonline.org/hol-cgi-bin/get_pdf.cgi?handle=hein.journals/

sealr42&section=21

Chernoff, H., & Moses, L. E. (2012). Elementary decision theory. Courier Corporation.

https://books.google.com/books?

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+L.+E.+(2012).+Elementary+decision+theory.

+Courier+Corporation&ots=2E8wuFCZ_C&sig=XqjydVVrFY-KKkm9zyijc1SiuNw

Doz, Y. (2020). Fostering strategic agility: How individual executives and human resource

practices contribute. Human Resource Management Review, 30(1), 100693.

https://www.sciencedirect.com/science/article/pii/S1053482219302608
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Jeston, J. (2014). Business process management: practical guidelines to successful

implementations. Routledge.

https://www.taylorfrancis.com/books/mono/10.4324/9780203081327/business-

process-management-john-jeston