Complexity and Organizational Reality updates, revises and builds upon Ralph Staceyà â â s classic writings offering an alternative way of thinking about management that is based on the ongoing management experience of uncertainty.
Complexity and Organizational Reality updates, revises and builds upon Ralph Staceyà â â s classic writings offering an alternative way of thinking about management that is based on the ongoing management experience of uncertainty.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Ralph Stacey is Professor of Management and Director of the Doctor of Management Program at the Business School of the University of Hertfordshire, UK.
Inhaltsangabe
Preface 1. Contradiction: Experiencing the Reality of Uncertainty but Still Believing that Executives choose an Organization's 'Direction' 2. How We came to Believe that Leaders and Managers choose an Organization's Direction: Professional Identification with the Sciences of Certainty 3. Complexity and the Sciences of Uncertainty: The Importance of Local Interaction in the Emergence of Population-Wide Patterns of Continuity and Change 4. Complexity and What most Writers on Organizations do with it: Obscuring Local Interaction and mostly Re-Presenting the Dominant Discourse 5. Understanding Organizations as Games we are Pre-Occupied in: Finding Ourselves Immersed in Local Interaction and using Abstract Management Tools at the Same Time 6. Understanding Organizations as Social Processes: The Interplay of Abstracting and Immersing Producing Outcomes No-One Chooses 7. Managers Accomplish Whatever they Accomplish in Processes of Communication 8. Turning the Dominant Management Discourse on its Head: Organizational Continuity and Transformation Emerging in Local Interaction rather than being Chosen by Managers 9. Local and Population-Wide Patterns of Power Relations and Ideology: The Dynamics of Inclusion and Exclusion in Organizations 10. Implications of a Theory of Complex Responsive Processes for Policy Making, Consultancy, Leadership, Management, Organizational Research and Management Development
Preface 1. Contradiction: Experiencing the Reality of Uncertainty but Still Believing that Executives choose an Organization's 'Direction' 2. How We came to Believe that Leaders and Managers choose an Organization's Direction: Professional Identification with the Sciences of Certainty 3. Complexity and the Sciences of Uncertainty: The Importance of Local Interaction in the Emergence of Population-Wide Patterns of Continuity and Change 4. Complexity and What most Writers on Organizations do with it: Obscuring Local Interaction and mostly Re-Presenting the Dominant Discourse 5. Understanding Organizations as Games we are Pre-Occupied in: Finding Ourselves Immersed in Local Interaction and using Abstract Management Tools at the Same Time 6. Understanding Organizations as Social Processes: The Interplay of Abstracting and Immersing Producing Outcomes No-One Chooses 7. Managers Accomplish Whatever they Accomplish in Processes of Communication 8. Turning the Dominant Management Discourse on its Head: Organizational Continuity and Transformation Emerging in Local Interaction rather than being Chosen by Managers 9. Local and Population-Wide Patterns of Power Relations and Ideology: The Dynamics of Inclusion and Exclusion in Organizations 10. Implications of a Theory of Complex Responsive Processes for Policy Making, Consultancy, Leadership, Management, Organizational Research and Management Development
Es gelten unsere Allgemeinen Geschäftsbedingungen: www.buecher.de/agb
Impressum
www.buecher.de ist ein Internetauftritt der buecher.de internetstores GmbH
Geschäftsführung: Monica Sawhney | Roland Kölbl | Günter Hilger
Sitz der Gesellschaft: Batheyer Straße 115 - 117, 58099 Hagen
Postanschrift: Bürgermeister-Wegele-Str. 12, 86167 Augsburg
Amtsgericht Hagen HRB 13257
Steuernummer: 321/5800/1497
