Table of Organization

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A stable configuration has emerged for the organizational structure of the Lewis-Works framework. This configuration has been under continuous development and change over the last four years. The basis for the organization of the framework is primarily functional from the standpoint of a typology of working systems that are deemed necessary to accomplish the goals and mission of the Lewis-Works metasystem. At the same time, this functional framework has been conceived in a comprehensive manner such that there are no known working systems that potentially fall outside of the framework. There are priorities and peripheries, and shifting focii of interest and involvement within the framework as a whole, and it is apparent that the organization of this framework will continue to develop as we go along.

At this stage of its development, the metasystem framework is divided into twelve departments, not including the Lewis-Works department and a background Lewis Home-Systems department. Each department comprises a functional domain of areas of systems application which are expandable and that tend to cross-cut traditional or conventional lines of organization. These fourteen departments are functionally grouped into six divisions that are developmentally organized around common needs, problem sets and objectives and that potentially share many system resources.

The configuration of this framework is relatively stable and is unlikely to change in any structurally significant way in the future. There is likely to be an increase of subsystems and involvements in each area as a result of normal growth and expansion. It is possible that a seventh division with associated additional departments may emerge in due course, but this is likely to be down the road in stage three operations. This framework must be construed as a skeletal substructure that exists and functions in the background to lend support to the operations and projects that are the teleological outcome of them. The formation and development of further subsystems at a number 4 level of organization will essentially flesh out this substructure in a robust and meaningful manner.


	Lewis Works \| home Lewis Works \| More Lewis Works \| Prospectus of the Lewis Works Framework \| For Future Reference \| Table of Organization \| Alternative Frameworks \| About Us \| Retropective \| Frames of Reference \| Mission \| Prospectus \| Coming Soon \| Links \| General Metasystem Model \| How Lewis-Works Relates To You Table of Organization A stable configuration has emerged for the organizational structure of the Lewis-Works framework. This configuration has been under continuous development and change over the last four years. The basis for the organization of the framework is primarily functional from the standpoint of a typology of working systems that are deemed necessary to accomplish the goals and mission of the Lewis-Works metasystem. At the same time, this functional framework has been conceived in a comprehensive manner such that there are no known working systems that potentially fall outside of the framework. There are priorities and peripheries, and shifting focii of interest and involvement within the framework as a whole, and it is apparent that the organization of this framework will continue to develop as we go along. At this stage of its development, the metasystem framework is divided into twelve departments, not including the Lewis-Works department and a background Lewis Home-Systems department. Each department comprises a functional domain of areas of systems application which are expandable and that tend to cross-cut traditional or conventional lines of organization. These fourteen departments are functionally grouped into six divisions that are developmentally organized around common needs, problem sets and objectives and that potentially share many system resources. The configuration of this framework is relatively stable and is unlikely to change in any structurally significant way in the future. There is likely to be an increase of subsystems and involvements in each area as a result of normal growth and expansion. It is possible that a seventh division with associated additional departments may emerge in due course, but this is likely to be down the road in stage three operations. This framework must be construed as a skeletal substructure that exists and functions in the background to lend support to the operations and projects that are the teleological outcome of them. The formation and development of further subsystems at a number 4 level of organization will essentially flesh out this substructure in a robust and meaningful manner.