Ludwig Von Bertalanffy

History Ludwig V. Bertalanffy was natural in September 19, 1901, and grew up in the little village of Atzgersdorf nearVienna. He wasknown as one of the founders of general dodgings hypothesis(GST). Von Bertalanffy grew up in Austria and subsequently worked in Vienna, London, Canada and the USA. In 1972, he died from a suddenheart attack. Theory ( Open System ) Ludwig developed open arranging theory in the midst of 1930 and 1956. By the early 1960s, theoretical psychologists applied the theory to organizational structures such as governments, universities and businesses.Any time an individual organization uses resources from its environsincluding personnelin its production, its system is open to outside forces. System Characteristics When a business regularly interacts with its environment, and exchanges and processes feedback, it is an open system organizational structure. Open systems consecrate open, or porous, boundaries that completelyow feedback exchanges from inside a nd outside the business.The controllers of open systems pay solicitude to their external environment, internal environment and customer needs and reactions. Open systems tilt to devise more than one focus to accomplish goals or filter similar results with different conditions and operationswhat von Bertalanffy called equifinality . This is in direct contrast to unappealing systems that function under the assumption that there is only one way to achieve a result a direct relationship between cause and effect. Open Systems in BusinessBusinesses depend on employees, suppliers, customers and horizontal the competition for research, development and profit. Because the business doesnt have control of all the environmental forces, it relies on predictions and contingencies to cope with unexpected input. For example, an influenza epidemic rear affect suppliers, personnel and even customers, causing lose production and lost profit. Benefits Open system organizational structures pro mote effective problem solving by clarifying the big picture.Continuous feedback and response results in better understanding, by leadership and management, of the organizations structure within the environment and the interactional dynamics between them. That opens the door for better communication and more feedback. When the system and subsystems have enough feedback, the results can produce more clearly order planning, intelligent design, useful products and necessary services.