Dusko Ursic

How to restore Bertalanffian systems thinking

Ludwig von Bertalanffy created general systems theory in an effort to counter the oversight and endangerment of humankind by disciplinary specialization. Bertalanffy desired for a holistic worldview and openness to replace overspecialization. Although widely cited and regarded, his concept prevailed only at a fictitious level, mostly as a tool inside specialization, which many scholars are neither able to overcome nor complement with interdisciplinary, creative co‐operation. Similarities (isomorphisms) are not enough. Here, a system of seven groups of systems thinking principles, which serve as a framework for restoring Bertalanffian systems thinking without his exaggerations is presented.

Slovenian experiences in ISO 9000 certification process

Outlines the gap between the theory of the ISO 9000 standard and in reality what it addresses. Considers its influence on competitiveness and presents the findings of a questionnaire of 355 Slovenian businesses involved in such projects. Describes the results of individual questions. Concludes that ISO 9000 has led to improved quality in processes but there is still much improvement to be made, especially in the motives of management.

Application of implicitly systemic management innovation methods – an empirical study in Slovenia

In this paper, our own definition of systems thinking is briefly described and applied as a basis for investigation of the newer management innovation methods, especially ISO 9000, Total Quality Management (TQM), Business Process Reengineering (BPR), and 20 keys. These implicitly use a kind of systemic/holistic thinking. They are the most influential management innovation methods in Slovenian organisations, as an example of the countries that are now new members of the European Union. BPR was found most popular. The methods presented are compared on the basis of clearly defined criteria, such as targets, initiative, IT role, customer role, degree of BPR, role of implementation, role of management, human resources management (HRM), and rate of project implementation. The results may be widely applicable to other cases of a need for management style to be innovated to support creativity, especially innovation of all employees, more effectively.

Dimensions of Decision-Making Process Quality and Company Performance: A Study of Top Managers in Slovenia

Abstract This paper investigates the relationship between the dimensions of the decisionmaking process quality and company performance of top managers’ in Slovenia. We found out that companies whose managers exhibit an above-average dimension of openness of spirit in the quality of the decision making process, on average, have a higher stance on foreign markets as companies in which managers show a below-average open spirit. For the managers who work in companies that are present in foreign markets, we could confirm that there is a low/weak correlation between the dimension of effort of the decision-making process quality and the number of employees in a company.