Operational Research and Innovation in Management Methods

Abstract

This paper is an attempt to specify some of the conditions which would need to be met both in the staffing of a group and in its place in the organization, if operational research is to play a part in initiating change in the processes of decision-making. An analogy is drawn with the "planned change" of the behavioural sciences.

The conflict inherent in the role is identified. To illustrate the kinds of insights the group would need to possess, into the structure of an organization, and the ways its control systems operate, examples of long-, medium- and short-term decision-making are given.

Finally, an attempt is made to identify the characteristics which the group would need to possess for success in this innovative role, including its knowledge, attitudes and insights. The relationship between the group and the sponsor of work is discussed, and between the group and the parent organization in general. It is suggested that a participative style of organization would be the most appropriate for effective innovation in the methods of management by this means.

^†Now with South West Region of the Central Electricity Generating Board.

^‡Now part of the South Wales Group of the British Steel Corporation.

^†Now with South West Region of the Central Electricity Generating Board.

^‡Now part of the South Wales Group of the British Steel Corporation.