The system as a socio-cultural phenomenon philosophy of management

5. According to the time of existence, two types of social systems can be distinguished:

1) permanent, whose life is unlimited, quite long;

2) temporary, the existence of which is short, limited by seasonality, duration of the project, work period, etc.

6. According to the degree of organization, all social systems are divided into:

1) organized systems, the defining feature of which is the order, a state in which the system is internally organized, structured and there is consistency of interaction between its elements and subsystems;

2) non-union (disorganized) systems, the defining feature of which is chaos is a state in which the system is internally disordered (or poorly ordered), unstructured (or impractically structured) and there is no coordination of interaction between its parts.

According to A. Bogdanov (1922), an organized system is always greater than the sum of its components, and a disorganized system is always less than this sum, so in mutual struggle it is much weaker than an organized one (p. 84).

7. According to the organizational structure, we can distinguish the following three types of social systems:

1) hierarchical systems, the structure of which is vertical (pyramidal) with rigid subordination and elements conformity of lower levels to elements (subsystems) of higher levels; they are typical of public organizations of the bureaucratic type;

2) network systems, the structure of which is horizontal (flat) without subordination and conformity between the elements, but instead the use of mechanisms of collective self-government and collaboration; they are characteristic of social organizations of the adhocracy type;

3) hybrid systems, which, depending on the specific conditions, apply a certain combination of hierarchical and network principles of system design; they are inherent in social organizations of clan type, if vertical (subordination) relations between elements prevail, and market-type organizations, if horizontal (coordinating) relations between elements of system prevail.

8. According to the links between the elements and the environment, all social systems are divided into:

1) concentrated systems in which the connections between the elements inside the system are stronger than the connections between the elements and the external environment; they are characteristic of bureaucratic and clan social organizations, as well as market organizations with a low degree of decentralization;

2) dispersed systems in which the connections between the elements within the system are not stronger than the connections between the elements and the external environment; they are typical of networked social organizations, as well as inherent in market organizations with a high degree of decentralization.

9. According to the unity of functions, we can distinguish the following types of social systems:

1) specialized systems that have a single purpose and allow you to implement only one special function;

2) universal systems that are multidisciplinary and allow you to implement several disparate functions.

10. According to the complexity of social systems are divided into:

1) simple systems that consist of a small number of elements, the links between them and the environment, and do not have a branched structure;

2) complex systems that have a large number of elements and subsystems, the links between them and the environment, and have a branched structure;

3) super-complex systems that have a very large number of elements and subsystems, the links between them and the environment, and have a heterogeneous, very branched, multifunctional structure.

11. According to the managing structure of social systems can be divided into two types:

1) centralized systems in which only one of the elements / subsystems, being at the highest hierarchical level (the subject of management), performs management functions and plays a dominant role in relation to all other elements / subsystems that are at the middle and lower levels (object of managing) of the system hierarchy; such a managing structure is typical of bureaucratic public organizations; its advantages: high coherence of actions of all subsystems and elements of system, strategic orientation of decisions, duplication absence of administrative functions; disadvantages: low efficiency and flexibility, delay and distortion of information transfer, poor consideration of all the features of specific situations in which the grassroots are and, as a consequence, the low level of objectivity of managing decisions on these parts of the system;

2) decentralized systems, in which the element / subsystem, which is at the highest hierarchical level, remains to solve only the most important, strategic issues of management and overall coordination of the system, and all other powers are delegated to managing elements / subsystems at the middle and lower hierarchy levels; the result of such construction is the creation of a decentralized managing entity; this managing structure is inherent in public organizations of clan and market types; its advantages: high efficiency, flexibility, initiative, maximum consideration of all features of specific situations in which the lower levels of the system are located and, as a consequence, a high level of objectivity of decisions made independently by the same units; disadvantages: duplication of management functions, ignoring the interests of other parts of the system, the tactical nature of decisions.

A special case of decentralized systems are systems with full decentralization, when the system has no dominance, and all its subsystems are on the same horizontal level and have the same authority to implement management functions. Work coordination, in this case, is carried out on the basis of mutual coordination and self-organization. Such structures are inherent in social organizations of the adhocracy type.

12. The following types of social systems are distinguished by the managing method:

1) externally controlled if the control entity is outside the system and only external control exists;

2) self-managed, if the managing subject is in the system itself, and there is no external control; it should be borne in mind that the self-managing of the system is carried out by its two forces and the control subsystem (management) and the managed subsystem (self-organization);

3) with combined managing, if there are two managing subjects: one is inside the system, the other is outside it.

13. According to the ability to operational change, social systems can be divided into two types:

1) flexible systems that allow rapid change of relations between the system elements during operation and are able to quickly adapt to changes in the external environment; they are inherent in social organizations of clan, market and adhocracy types;

2) rigid systems, which, on the contrary, do not allow rapid or even any change in the relationship between the elements of the system, set at the stage of its formation, and in the process of operation are not subject to change, or simply unable to quickly adapt to changes in the external environment; they are typical of public organizations of the bureaucratic type.

14. The following types of social systems are distinguished by the development period or life cycle:

1) embryonic systems that arise as ideas but do not yet physically exist;

2) childish systems, which are born from ideas, begin their physical life, but are not yet able, without external support, to perform their functions independently and fully;

3) young systems that demonstrate intensive quantitative and qualitative growth, gradually gaining an increasing ability to fully perform their functions and meet the needs for which they were created;

4) mature systems that achieve maximum efficiency, run at full capacity and are considered the most advanced form of systems; at the same time, these systems are internally contradictory: on the one hand, such systems try to fully realize their potential, on the other hand, these systems are limited in their existence by the laws of the external system of which they are elements;

5) aging systems, the performance characteristics of which, due to the strengthening of internal contradictions, gradually deteriorate over time: their efficiency, power, quality of functions performed, etc.;

6) bifurcating systems that are in a critical state of instability to fluctuations and uncertainties, the transition from chaos to a new order, or death;

7) updated systems that arise as a result of natural bifurcation or artificial innovative changes.

The presented typology of social systems should be considered basic. It can be expanded and deepened in many areas, species and subspecies, depending on the specific challenges facing the researcher.

Organization of social systems in the context of systematic philosophy effective management

Each type of social system, as shown above, is characterized by specific principles of construction and operation mechanisms, which serve as a basis for developing a systemic philosophy of effective management, adequate to specific types of system (Figure 4).



Figure 4. System philosophy of effective management Source: developed on the basis of (Kovalenko, 2017a, 2017b)

Construction of any social system (socio-political, socio-economic, directly social; local, regional, national, etc.) is based on the unity of its composition and structure. The composition of the system is the sum of all the elements that make up the system. It reflects the qualitative and quantitative characteristics of the elements of the system, its richness, diversity and complexity. The nature of the social system largely depends on its composition, the change of which leads to a change in the system's properties. However, the nature of the system depends not only on one composition. It also depends on the system structure. After all, we can cite many examples of social systems that have the same composition but different properties, because their elements are differently interconnected. The availability of connections between elements leads to the appearance in a holistic system of new properties (emergence), which are not inherent in individual elements. Therefore, the philosophy of system management, in addition to the composition of the system, should use another additional characteristic - the system structure.

The structure of a social system is a set of established links within the system between its elements and subsystems, which ensure the integrity of the system. The structural characteristics of the social system (which answers the question “how is the system arranged?”), compared with the system characteristics (which answers the simpler question “what does the system consist of'?), has the ability not only to record system properties but also to explain their specific structure. According to our classification, the structure of the social system can be hierarchical, networked and hybrid, which, respectively, involves different management philosophy concepts.

The functioning of the social system is a process based on the principles of structural and functional integrity, a certain degree of autonomy of structural elements and functions of the system and its activity. The system in the process of functioning acts as a holistic formation, in which between its structure and functions there is a relationship and interdependence. The functioning of a social system necessarily relies on its structure. Each function of the system is “implemented by the structure and explained by the structure” (Markov, 1982, p. 21). There is what is called “adding activities” (Bogdanov, 1922, p. 86). The activities of the elements of the system are “added”, but not arithmetically, but systemically, under the influence of system-forming factors. It should be noted that the functioning of the social system is a continuous reproduction of the functional effect, which is reduced to the ability of the system to do what, in principle, cannot do every single element or subsystem. The functional effect is based on the affinity and differences in the elements properties, on the variety of interactions between them, their integration.

In the system philosophy of management, the functions of the social system occupy a very important place. The function is, first of all, “manifestation of properties, qualities of system in interaction with other objects of system and non-system order, expression of a certain rather steady reaction of system to change of its internal condition and external environment, reaction to exciting influences inside and outside, original specific way system behavior, a means of resolving the constant contradiction between the system and its environment.

The functions of the system as a whole determine the functions performed in the system by each of its components” (Afanasyev, 1980, p. 132).

The basic position of the system philosophy of management is that between the system structure and its functions there is a natural relationship. “Functions, whatever their nature, can be implemented only in the structure” (Markov, 1982, p. 20). They are “inherent in the system and its components, and the system functions are an integrated result of the functioning of its constituent components” (Afanasyev, 1980, p. 130).

An important provision of the system philosophy of management is also the provision of functional dependence, which “takes place between the individual components of the system; between components and the system as a whole; between the system as a whole and another, broader system of which it is a component” (Afanasyev, 1980, p. 131). In fact, systematic and functional analysis comes down to defining these types of functional relationships that explain the mechanisms of the system functioning.

All possible functions of social systems can be reduced to two groups: internal and external functions. The question of interaction and interdependence of these two groups of functions is one of the key provisions of the system philosophy of management. It explains almost all the major problems not only of the functioning but also the social systems development. Availability of these functions is due to the fact that any system is characterized by external and internal environment, so the inherent internal and external functions.

External functions are various directed influences of social system on environment for achievement of the set purposes. External functions provide external results of the system. For example, for a commercial enterprise - it is, first of all, the promotion and sale of products (services), on the one hand, and resource provision of the enterprise, on the other hand. External functions are the system's responses to the environment and the system's relationships with the environment.

The external functions of social systems can be of the following types:

1) implementation functions, which are focused on the transfer to the external environment of the system of its tangible and intangible products in the form of matter, energy and information;

2) consumer functions aimed at obtaining from the environment various resources in the form of matter, energy and information necessary to ensure the functioning of the system;

3) transformational functions, which, in turn, are divided into: active, aimed at streamlining the external environment in accordance with their needs; passive, which in a crisis system are aimed at creating or increasing chaos in the environment; adaptive, aimed at adapting the system to the external environment;

4) reproductive functions, which are aimed at creating new systems in the external environment;

5) absorption functions that focus on the expansion of other systems and the environment.

Internal functions are determined by the fact that the performance of external work by the social system inevitably leads to the mobilization of work within the system. It undergoes various changes in goals, strategies, transformation of resources, etc. Establishing an exchange with the external environment requires constant regulation of elements, subsystems and relationships between them. Therefore, the internal functions should be understood as the most important prerequisite for the external functioning of the system, in which its manifestation as a whole is ensured by the manifestation and existence of its parts - subsystems and elements.

Varieties of internal functions of social systems are as follows:

1) production functions, which are aimed at transforming input resources into finished products, in accordance with the needs of the external environment;

2) service functions, the purpose of which is to facilitate the performance of production functions, providing them with specialized services;

3) functions of individual elements and subsystems, which, in turn, as well as system-wide functions are divided into external (sales, consumer, conversion, reproduction of other parts of the system) and internal functions of production and maintenance.

Thus, the external and internal functions of the social system are its properties in the dynamics that ensure the achievement of the system purpose. In this case, it passes from one state to another or retains a state. The states of the social system can be represented as points in the space of states. Hence, the functioning of the system can be represented in the form of some trajectory in the space of states. Since the achievement of the goal of the system or its target state can be ensured by moving along certain trajectories, the question arises about the best trajectory.

Determining the optimal trajectory of the social system, as well as its construction and operation are carried out with the help of system management, which formulates tasks and sets in motion the potential of the system to solve these problems. System management includes (Kovalenko, 2017a; Martynyshyn & Kovalenko, 2017):

1) meaning-making of the system (creation of the system meaning);

2) goal setting (defining the overall goal, developing strategies and plans for the system as a whole and its parts);

3) organization of the system in statics (system construction) and in dynamics (system operation);

4) motivation of elements and subsystems (stimulation and responsibility for work results);

5) control of system activity, its elements and subsystems.

System management is a kind of information system that processes information into managerial influences. In the process of functioning of social systems there are various problems that must be solved by system management. The most important of these is to preserve the integrity and viability of the system (Martynyshyn & Kovalenko, 2018a).

Preserving the integrity of the social system means maintaining the balance and the system boundaries. In order to influence the external environment, the system needs to overcome its own limits, but it also needs to keep them under the environment influence. Social systems are characterized by fluidity, the boundaries dynamics, and often their vagueness, which allows them to better adapt, achieve their goals. The functioning of the social system always involves the use of limited resources, which can often lead to their overspending. A system that is out of balance by the actions of the environment can give it such large resources that it will lose its balance with the environment, fall into a state of destruction of structure and functions loss. Therefore, system management must constantly monitor all sorts of such changes and ensure the preservation of the boundaries and balance of the social system.

Under the preservation of the viability of the social system means those of its states that provide it with a fairly long, uninterrupted, efficient functioning. This is achieved by simultaneously adjusting the structure of the system and establishing appropriate mechanisms for its operation at each subsequent stage of the life cycle. Such managing approaches ensure a high level of response of the social system to various environmental challenges and high efficiency of social systems.



Conclusions

The article provides a theoretical analysis of the phenomenon of the system in the context of the system philosophy of life management in modern society. The results of the study allow us to draw the following conclusions:

1. The chronology of the systemic ideas development consists of five successive stages: Ancient period, the Middle Ages, the Renaissance, New and

Modern times, during which there was a gradual formation of systemic ideas, from mythological to modern - general systems theory, cybernetics and synergetic.

2. Today, the main methodological approaches to defining the essence of the phenomenon “system” are philosophical, organizational, cybernetic and synergetic. The latter, against the background of the instability of the current state of civilization, seems the most acceptable. At the same time, this does not exclude the possibility of using other approaches, depending on the tasks that may face the researcher or manager-practitioner.

3. The phenomenon of “system”, in contrast to the concept of “object” (object, process, phenomenon), does not reflect the whole object, which is an organic unity of content and form, but only its form, appearance, shape. The system is a form of expression of the object content, its internal and external organization, a way of life that has a definite certainty and independence.

4. The main philosophical question of systems philosophy is the question of systematics: is systemic inherent in all objects or not? Depending on the answer to this question, there are two opposing worldview paradigms: the first recognizes systemic as an objective property of all things; another emphasizes that systematic is not common to all objects, as there are disorganized aggregates. We have proved that systematic is inherent in both organized (ordered) and unorganized (chaotic) integral sets. Thus, the ontological aspect of systemic indicates that systemic is a form of the world existence, the existence of its various objects.

5. The epistemological aspect of systemic emphasizes to us that systemic is a property of the knowledge subject. Objects are what they really are, and systematization is only a way of seeing and knowing them. Thus, from the point of epistemology view, systematic is a certain cognitive procedure, a way of rational thinking and a direction of research methodology, which consists in cognition of any object as a system - a whole set of elements, relations and connections between them.

6. The value-semantic aspect of systemic indicates that the system is a kind of external expression of the internal meaning and value orientations of social organization. The accuracy of determining the true values and meanings makes it possible to properly develop the mission, formulate strategic goals, and adjust the system of public organization for their implementation.

7. A modern typology of social systems has been proposed, based on a conceptual approach based on four logically interconnected cognitive aspects (essence, structure, functioning, development) and fourteen features of systems: functional purpose, territorial position, stage of socio-historical development, type of culture, time of existence, degree of organization, organizational structure, strength of connections between elements and environment, unity of functions, complexity, management structure, management method, ability to operative changes, period life cycle.

8. The construction of a social system is based on the unity of its composition and structure, which determine the properties of the system. The functioning of the social system is based on its structure. Each external and internal function is implemented by the structure, by adding the elements' activities of the system. As a result, there is a constant reproduction of the functional effect, which is reduced to the system ability to do what each of its individual elements cannot do. This effect is based on the affinity and differences in the elements' properties, on the variety of interactions between them, their integration.

9. Determining the optimal trajectory of the social system, its construction and operation are carried out using a systemic philosophy of management, which should include the meaning of the system (creation of its meaning), goal setting (definition of common goals, development of strategies and plans), organization of the system in statics (system construction) and in dynamics (system functioning), motivation (stimulation and responsibility for results of work) and control of system, its elements and subsystems.

The scientific novelty of the research results is the deepening of theoretical positions on the system and system philosophy of management, the development of a holistic view of this complex organizational and philosophical problem and substantiation of approaches to solving its ontological, epistemological and value- semantic aspects.

The practical significance of the obtained results is manifested in the possibility of their use in the management of social systems and in supplementing the general theory of systems and philosophy of management with new provisions on systematic as the basis of the modern management concept.

Prospects for further scientific research in this direction may consist in a detailed study of certain types and kinds of social systems, identifying their specifics and developing appropriate mechanisms for their management.



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