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Modern organizations define themselves using statements of vision. They state their vision in terms of human resources and technology, a socio-technical view. Modern organizations also define themselves in terms of values. New employees entering the organization learn the value system from employees with longevity in it. How organizations incorporate socio-technical systems as a reinforcement tool of their value system is the focus of this paper.

Values
In business, small and large, values determine course the business sets for itself. Yukl (2006) defines values as key statements of an organization. The value statement is ideological, what the organization considers important. Many values find their way into organizations including customer service, innovation, satisfaction of internal and external constituents, and excellence. Yulk’s view of values suggests something deeper. Organizational values and value creation are the soul of competitive edge, competitive advantage.

Hill and Jones (1998) write of management values as statements of how managers will conduct themselves and how they will do business. Managers in high performing businesses conduct themselves with stakeholders in mind. Winston (2002) suggests that high performing leaders accept the values of the organization as being of higher consequence and importance.

Systems
Values of an organization (customer service, innovation, satisfaction) imply an organization is a system. Senge (1990) tells us that organizations are organic systems of interconnected and interrelated sub-groups. This suggests more than brick and mortar structures, it suggests organizations of people, technology, and social interaction. Technology, according to Davis (1996), is a “conceptual bridge” between science and economics. This link gives form to how organizations manage. Conversely, Wren (2005) presents the view of technological change being disturbing to the social system of an organization. Socio-technical systems offer leverage to dispel the disturbing nature of change.

Socio-Technical Systems
Lee (2000) explains social of the socio-technical systems as the habitual attitudes of people. He includes the relationships between people with their values and behavioral styles. He also describes it as the formal power structure identified using traditional organizational charts. However, he continues with the aspect of an informal power structure based on influence and knowledge. The technical system makes up second part of the dyad. This system, according to Lee (2000), is “machinery, processes, procedures and a physical arrangement.”

A socio-technical system, abbreviated STS for the remainder of this paper, is people and technology blended. Yet, this is a much too simple definition. Some elements of STS are closely interrelated; therefore, it is not easy to distinguished items within a STS as purely technical or purely social. Aldridge (2004) explains STS as approaching organizational work groups as social systems and macro social systems.

Elements of STS
According to an anonymous article on STS, the author explains some of the components integrated into a functional socio-technical system. Explained separately, each component has its own character; however, it is clear how closely linked each is and overlaps the others.
– Hardware is computers and computing peripherals, the classic technology of modern business.
– Software includes operating systems (Windows, UNIX, Apple, etc).
– Physical surroundings help establish the social and technical rules of engagement.
– People make up an integral part of any organization culture, social environment.
– Procedures define operational procedures in an organization.
– Laws and regulations impose stronger public sanctions when violated.
– Data and data structures involve collection and storage of an organization’s information.

An organization’s socio-technical system supports the business as a great place to work. More than that, STS is a key factor to supporting leadership initiatives, vision, and values.

STS Applied Organizationally
A recent Internet search found the U.S. Federal Aviation Administration Logistic Center’s statement of beliefs and commitments. Not all cited here; however, these selected ones reinforce concepts of socio-technical systems.
– Results Oriented – The Logistics Center constantly drives for results and success.
– Innovation – The future of the Logistics Center is assured only as long as it welcomes and rewards innovation, creativity, and resourcefulness.
– Quality – We provide the best quality in all of our products and services.
– People – People are our most important resource. We respect the individual’s dignity and value their contributions.
– Teamwork and Collaboration – The Logistics Center provides a positive and challenging environment that supports the achievement of mission goals and fosters team spirit.
– Integrity and Openness – The Logistics Center values trust, sincerity, honesty, and candor in relationships both personally and organizationally.
– Corporate Citizenship – The Logistics Center values a positive corporate image and is sensitive to our corporate responsibilities to the community.

In post-industrial organizations, STS helps leaders create constructs that are enabling, empowering, in turn, enabling and empowering accelerates communication, and learning and knowledge. Within the context of knowledge building and knowledge, sharing, STS, through collaboration, allows work groups’ flexibility to develop original work patterns and competitive advantage.

Leaders Role in STS
Davis (1996) urges successful leaders to lead as if the future is now. Accomplishing this means seeing the final product rather than the processes of the product. STS employs the right people and the right technology at the right time within a structure that supports organizational values. In an environment of rapid change, having a competitive advantage allows organizational foresight. However, foresight requires maintaining core values. Socio-technical systems support organizational values by maintaining organizational memory and shared experiences. Memory and shared experiences provide views of where the organization was while keeping everyone tracking toward future vision. An organization with strong values and a solid socio-technical system is set up for success.
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Ihab Salloum