“Systems analysis, conceived in a policy sciences framework, is the macro instrument of the systems manager for understanding, evaluating and improving human systems — which are defined as goal oriented interdependent units incorporating people, organization and some form of technology for control, administration or output.”

— Richard F. Ericson

Richard F. Ericson (1979) Improving the human condition: quality and stability in social systems : proceedings of the Silver Anniversary International Meeting, London, England, August 20-24, 1979. Society for General Systems Research. p. 621

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Richard F. Ericson8

American academic 1919–1993

James D. Thompson (1920–1973) American sociologist

Source: Organizations in Action, 1967, p. 13 (in 2011 edition)

“Systems inquiry has demonstrated its capability in dealing effectively with highly complex and large-scale problem situations. It has orchestrated the efforts of various disciplines within the framework of systems thinking. It has introduced systems approaches and methods to the analysis, design, development, evaluation, and management of systems of all kinds”

Béla H. Bánáthy (1919–2003) Hungarian linguist and systems scientist

Source: Systems Design of Education (1991), p. 31 as cited in: K.C Laszlo (1998) Dimensions of Systems Thinking http://archive.syntonyquest.org/elcTree/resourcesPDFs/Systems_Thinking.pdf. Working paper on syntonyquest.org

“Business System Planning (BSP) and Business Information Control Study (BICS) are two information system planning study methodologies that specifically employ enterprise analysis techniques in the course of their analysis. Underlying the BSP and BICS analysis are the data management problems that result from systems design approaches that optimize the management of technology at the expense of managing the data.”

John Zachman (1934) American computer scientist

Source: Business Systems Planning and Business Information Control Study: A comparison, 1982, p. 31

“As a formal analytical point of reference, primacy of orientation to the attainment of a specific goal is used as the defining characteristic of an organization which distinguishes it from other types of social systems.”

Talcott Parsons (1902–1979) American sociologist

Talcott Parsons (1956: 64); Partly cited in: Chiara Demartini (2013). Performance Management Systems: Design, Diagnosis and Use. p. 17

“The term system has a number of meanings. There are systems of numbers and of equations, systems of value and of thought, systems of law, solar systems, organic systems, management systems, command and control systems, electronic systems, even the Union Pacific Railroad system. The meanings of "system" are often confused. The most general, however, is: A system is a set of interacting units with relationships among them. The word "set" implies that the units have some common properties. These common properties are essential if the units are to interact or have relationships. The state of each unit is constrained by, conditioned by, or dependent on the state of other units. The units are coupled. Moreover, there is at least one measure of the sum of its units which is larger than the sum of that measure of its units.”

James Grier Miller (1916–2002) biologist

Source: Living systems, 1978, p. 16; As cited in: Sven Rasegård (2002) Man and Science: A Web of Systems and Social Conventions. p. 29

“Today, organizations are competing in complex environments so that an accurate understanding of their goals and the methods for attaining those goals is vital. The Balanced Scorecard translates an organization’s mission and strategy into a comprehensive set of performance measures that provides the framework for a strategic measurement and management system.”

David P. Norton (1941) American business theorist, business executive and management consultant

Source: The Balanced Scorecard, 1996, p. 2

Robert S. Kaplan (1940) American accounting academic

Source: The Balanced Scorecard, 1996, p. 2

“It [a power based model of organization] sees organizations a intentional human constructions but not necessarily rational systems guided by official goals; as bargaining areas rather than cooperative systems; as systems of power rather than coercive institutions reflecting cultural norms, and as resources for other organizations and groups rather than closed systems. If we define organizations, then, as intentional human constructions wherein people and groups within and without the organization compete for outputs of interest them under conditions of unequal power, we have posed the issue of effectiveness quite differently”

Charles Perrow (1925–2019) American sociologist

Source: 1970s, "Three Types of Effectiveness Studies," 1977, p. 101 ; As cited in: Diehl-Taylor (1997)

“[Object-oriented analysis is] the challenge of understanding the problem domain and then the system's responsibilities in that light.”

Ed Yourdon (1944–2016) American software engineer and pioneer in the software engineering methodology

Source: Object-oriented design (1991), p. 8-9; as cited in: Elisa Bertino, ‎Susan Urban (1994) Object-Oriented Methodologies and Systems. p. 160.

“The way in which units of information, and relevant relations between them, are defined in the system. This is the semantic level of subject analysis.”

Brian Campbell Vickery (1918–2009) British information theorist

The Structure of Information Retrieval Systems (1959)

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Richard F. Ericson8

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