The Use of Autoregulation in the Management of Organizations

Institutional organizations are characterized by countless states and processes which take different values over time. This behaviour expressed by a change is a response to impulses and dynamics of external as well as internal environment. The changes may take different character, some of them can have a negative or almost destructive effect and therefore it is necessary to prevent such states. An adequate tool for reduction of these negative processes is management representing fundamental methods and activities for administration of an organization. Since the interpretation of the word management is broad, the main goal of the paper is to find such a concept of administration, which is not only a set of isolated activities, but puts facts into context. Such defined concept should adequately signalize possible changes of a state and evaluate them before they lead to cumulative and synergistic effects. A particular solution is seen in the autoregulation of an organization, which mainly on the principle of causal dependence and feedback can determine its further behaviour. This phenomenon may be considered common with open systems but for the purpose of this paper it is necessary to identify if it is possible to organize a system so that it is able to provide feedback expected and also if it is able to adapt the system in time. In order to fulfil the goals stated above some organisational principles have been formulated. They enable organizations to make use of autoregulation on the basis of available information of theoretical as well as practical nature. Then this concept is applied in a specific environment of an institutional organization and then it is verified if autoregulational mechanisms can effectively not only support and maintain a state of an organization if adequately arranged, but also activate a continuous process of a change, which have been demonstrated in practical applications.