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Integrating the Individual and the Organization (Hardcover): Chris Argyris Integrating the Individual and the Organization (Hardcover)
Chris Argyris
R4,001 Discovery Miles 40 010 Ships in 12 - 17 working days

The emphasis on organizational change in the corporate life of recent years-including job redesign, autonomous groups, high performance work systems, and the redesign of control systems-owes a great deal to the pioneering work of Chris Argyris.This book examines how individuals in organizations can become more effective, in turn making organizations more effective. It explores the conventional pyramidal structure of organizations, in which there is top-down control by managers over workers, and examines their negative consequences. These include organizational injustice and eventually irrational decision-making. Argyris also discusses the characteristic learning system of the modern organization, which he describes as "single-loop" in character. This system, he argues, is only adequeate enough to permit the organization to implement existing policies. It does not permit the more difficult and comprehensive task of questioning underlying goals and assumptions, which he terms "doubt loop" learning. In this kind of learning, the organization is able to confront the more difficult problems that affect organizations in a time of transition.In his new introduction, Argyris reviews the strengths and limitations of the argument advanced in Integrating the Individual and the Organization. He describes why the pyramidal structure endures, and why creating a self-learning organization is an even more challenging task than he has imagined. The book will be of interest to professionals with a long-standing interest in organizational development as well as those just entering the field, managers confronting the challenge of organization change, and researchers in organizational behavior and theory.

Flawed Advice and the Management Trap - How Managers Can Know When They're Getting Good Advice and When They're Not... Flawed Advice and the Management Trap - How Managers Can Know When They're Getting Good Advice and When They're Not (Hardcover)
Chris Argyris
R1,101 Discovery Miles 11 010 Ships in 12 - 17 working days

Flawed Advice and the Management Trap: How Managers Can Know When They're Getting Good Advice and When They're Not is the first book to show how and why so much of today's business advice is flawed, and how managers and executives can better evaluate advice given to their firms
Practitioners and scholars agree that businesses in the coming millennium will be managed differently than firms of the 20th century. And getting there from here, according to today's best advice, will require creative change. In this pioneering work, Argyris, one of the world's leading organizational thinkers, reviews a wide array of business advice from the best and brightest thinkers and consultants and concludes that as appealing as their ideas may be, most of them are simply not workable. They are too full of abstract claims, logical gaps, and inconsistencies, to be useful. And ironically, even when their recommendations are implemented correctly, the result is often failure. Why do these gaps in logic exist, and how can they be more effectively discovered? Applying a disciplined critique to numerous representative examples of advice about leadership, learning, change, and employee commitment, Argyris shows readers how to be more critical of the advice they are given, how to learn new approaches for appraising employee performance, and how to generate an internal commitment to values and better strategy.
In our ever expanding global market, innovative business advice is at a premium, and giving this advice has become a lucrative industry in and of itself. This book provides the critical lens necessary to evaluate which advice is best for your organization.

Organizational Learning II - Theory, Method, and Practice (Paperback, 2nd edition): Chris Argyris, David Schon Organizational Learning II - Theory, Method, and Practice (Paperback, 2nd edition)
Chris Argyris, David Schon 1
R1,966 Discovery Miles 19 660 Ships in 12 - 17 working days

Organizational Learning II: Theory, Method, and Practice expands and updates the ideas and concepts of the authors' ground-breaking first book. Offering fresh innovations, strategies, and concise explanations of long-held theories, this book includes new alternatives for practitioners and researchers. Argyris and Schon address the four principle questions which cut across the two branches of the field of organizational learning. Why is an organization a learning venue? Are real-world organizations capable of learning? What kinds of learning are desirable? How can organizations develop their capability for desirable kinds of learning? With new examples and the most up-to-date information on the technical aspects of organization and management theory, Argyris and Schon demonstrate how the research and practice of organizational learning can be incorporated in today's business environment.

Integrating the Individual and the Organization (Paperback, Revised Ed.): Chris Argyris Integrating the Individual and the Organization (Paperback, Revised Ed.)
Chris Argyris
R1,374 Discovery Miles 13 740 Ships in 12 - 17 working days

The emphasis on organizational change in the corporate life of recent years-including job redesign, autonomous groups, high performance work systems, and the redesign of control systems-owes a great deal to the pioneering work of Chris Argyris.

This book examines how individuals in organizations can become more effective, in turn making organizations more effective. It explores the conventional pyramidal structure of organizations, in which there is top-down control by managers over workers, and examines their negative consequences. These include organizational injustice and eventually irrational decision-making. Argyris also discusses the characteristic learning system of the modern organization, which he describes as "single-loop" in character. This system, he argues, is only adequeate enough to permit the organization to implement existing policies. It does not permit the more difficult and comprehensive task of questioning underlying goals and assumptions, which he terms "doubt loop" learning. In this kind of learning, the organization is able to confront the more difficult problems that affect organizations in a time of transition.

In his new introduction, Argyris reviews the strengths and limitations of the argument advanced in "Integrating the Individual and the Organization. "He describes why the pyramidal structure endures, and why creating a self-learning organization is an even more challenging task than he has imagined. The book will be of interest to professionals with a long-standing interest in organizational development as well as those just entering the field, managers confronting the challenge of organization change, and researchers in organizational behavior and theory.

Teaching Smart People How to Learn (Paperback): Chris Argyris Teaching Smart People How to Learn (Paperback)
Chris Argyris
R238 R196 Discovery Miles 1 960 Save R42 (18%) Ships in 10 - 15 working days

Why are your smartest and most successful employees often the worst learners? Likely, they haven't had the opportunities for introspection that failure affords. So when they do fail, instead of critically examining their own behavior, they cast blame outward--on anyone or anything they can. In Teaching Smart People How to Learn, Chris Argyris sheds light on the forces that prevent highly skilled employees for learning from mistakes and offers suggestions for helping talented employees develop more productive responses. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice-many of which still speak to and influence us today. The HBR Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each volume contains a groundbreaking idea that has shaped best practices and inspired countless managers around the world-and will change how you think about the business world today.

Reasons and Rationalizations - The Limits to Organizational Knowledge (Hardcover): Chris Argyris Reasons and Rationalizations - The Limits to Organizational Knowledge (Hardcover)
Chris Argyris
R2,967 R2,606 Discovery Miles 26 060 Save R361 (12%) Ships in 12 - 17 working days

What is the purpose of social science and management research? Do scholars/researchers have a responsibility to generate insights and knowledge that are of practical (implementable) value and validity? We are told we live in turbulent and changing times, should this not provide an important opportunity for management researchers to provide understanding and guidance? Yet there is widespread concern about the efficacy of much research. These are some of the puzzles/pressing problems that Chris Argyris addresses in this short book. Argyris is one of the best known management scholars in the world- a leading light whose work has consistently addressed fundamental organizational questions and who has provided some of the key concepts and building blocks of our understanding of organizational learning-single and double learning, theory in use, and espounded theory, etc. In this book, he questions many of the assumptions of organizational theory and research, and his investigation is not confined to academic analysis. He also scruntizes that capacity for 'unproductive reasoning' (self-deception and rationalization) that is common amongst managers, consultants and indeed more generally. As well as engaging with the work of leading organizational researchers (Sennett, Gabreil, Burgelman, Czarniawska, Grint, for example) he also ponders the work of the consultants, commentators and accountants who endorsed Enron. Throughout his purpose is to affirm the goal and values of useful knowledge. His style/inquiry is direct but fair, challenging- if at times uncompromising. Drawing on his own wealth of experience of researching and working with organizations, this book will be a reference point for all concerned to develop useful knowledge and confront the defenses and deceptions that are only too commonplace in the business and academic worlds.

Reasons and Rationalizations - The Limits to Organizational Knowledge (Paperback, New Ed): Chris Argyris Reasons and Rationalizations - The Limits to Organizational Knowledge (Paperback, New Ed)
Chris Argyris
R1,362 Discovery Miles 13 620 Ships in 12 - 17 working days

What is the purpose of social science and management research? Do scholars/researchers have a responsibility to generate insights and knowledge that are of practical (implementable) value and validity? We are told we live in turbulent and changing times, should this not provide an important opportunity for management researchers to provide understanding and guidance? Yet there is widespread concern about the efficacy of much research. These are some of the puzzles/pressing problems that Chris Argyris addresses in this short book. Argyris is one of the best known management scholars in the world- a leading light whose work has consistently addressed fundamental organizational questions and who has provided some of the key concepts and building blocks of our understanding of organizational learning-single and double learning, theory in use, and espounded theory, etc. In this book, he questions many of the assumptions of organizational theory and research, and his investigation is not confined to academic analysis. He also scruntizes that capacity for 'unproductive reasoning' (self-deception and rationalization) that is common amongst managers, consultants and indeed more generally. As well as engaging with the work of leading organizational researchers (Sennett, Gabreil, Burgelman, Czarniawska, Grint, for example) he also ponders the work of the consultants, commentators and accountants who endorsed Enron. Throughout his purpose is to affirm the goal and values of useful knowledge. His style/inquiry is direct but fair, challenging- if at times uncompromising. Drawing on his own wealth of experience of researching and working with organizations, this book will be a reference point for allconcerned to develop useful knowledge and confront the defenses and deceptions that are only too commonplace in the business and academic worlds.

Organizational Traps - Leadership, Culture, Organizational Design (Hardcover): Chris Argyris Organizational Traps - Leadership, Culture, Organizational Design (Hardcover)
Chris Argyris
R1,791 R1,255 Discovery Miles 12 550 Save R536 (30%) Ships in 12 - 17 working days

Anyone who has spent time in an organization knows that dysfunctional behavior abounds. Conflict is frequently avoided or pushed underground rather than dealt with openly. At the same time, the same arguments often burst out again and again, almost verbatim. Turf battles continue for extended periods without resolution. People nod their heads in agreement in meetings, and then rush out of the room to voice complaints to sympathetic ears in private. Worst of all, when people are asked if things will ever change, they throw up their hands in despair. They feel like victims trapped in an asylum.
And people often are trapped. But they are not trapped by some oppressive regime or organizational structure that has been imposed on them. They are not victims. In fact, people themselves are responsible for making the status quo so resistant to change. We are trapped by our own behavior.
Researchers and practitioners have often reflected on these things, but there is a puzzle. On the one hand, there is substantial agreement that these traps are counterproductive to effective performance. On the other hand, there is almost no focus on how organizational traps can be prevented or reduced.
This book argues that whatever theory is used to describe and understand such organizational traps should be used to design and implement interventions that reduce and prevent them. Argyris is one of the world's leading management scholars whose work has consistently shed light on orgainzational problems. This book is essential reading for MBAs, managers, and consultants.

The Applicability of Organizational Sociology (Paperback, Revised): Chris Argyris The Applicability of Organizational Sociology (Paperback, Revised)
Chris Argyris
R928 Discovery Miles 9 280 Ships in 12 - 17 working days

First published in 1972, this is a searching critique of work by both sociologists and psychologists on organisational structure and behaviour. Professor Argyris - although examining many different viewpoints - focuses in depth on five major writers on the subject: John Goldthrope, Peter Blau, James Thompson, Charles Perrow and David Lockwood, and analyses the practical, policy-making implications they draw or which would logically follow from their theoretical position. Asserting that research work on complex organizations has failed to integrate the sociological and psychological level of analysis - ignoring the importance of individual personality, group dynamics and interpersonal relationships - the author argues that this is self-defeating for sociological research; that it questions many of the findings of sociologists; and leads to their work in fact unintentionally maintaining the status quo as conceived by scientific management. A challenging and stimulating contribution to the debate on sociological theory.

Some Causes of Organizational Ineffectiveness Within the Department of State (Paperback): Chris Argyris Some Causes of Organizational Ineffectiveness Within the Department of State (Paperback)
Chris Argyris
R312 Discovery Miles 3 120 Ships in 10 - 15 working days
Organizational Traps - Leadership, Culture, Organizational Design (Paperback): Chris Argyris Organizational Traps - Leadership, Culture, Organizational Design (Paperback)
Chris Argyris
R726 R664 Discovery Miles 6 640 Save R62 (9%) Ships in 12 - 17 working days

Anyone who has spent time in an organization knows that dysfunctional behavior abounds. Conflict is frequently avoided or pushed underground rather than dealt with openly. At the same time, the same arguments often burst out again and again, almost verbatim. Turf battles continue for extended periods without resolution. People nod their heads in agreement in meetings, and then rush out of the room to voice complaints to sympathetic ears in private. Worst of all, when people are asked if things will ever change, they throw up their hands in despair. They feel like victims trapped in an asylum. And people often are trapped. But they are not trapped by some oppressive regime or organizational structure that has been imposed on them. They are not victims. In fact, people themselves are responsible for making the status quo so resistant to change. We are trapped by our own behavior. Researchers and practitioners have often reflected on these things, but there is a puzzle. On the one hand, there is substantial agreement that these traps are counterproductive to effective performance. On the other hand, there is almost no focus on how organizational traps can be prevented or reduced. This book argues that whatever theory is used to describe and understand such organizational traps should be used to design and implement interventions that reduce and prevent them. Argyris is one of the world's leading management scholars whose work has consistently shed light on organizational problems. This book is essential reading for MBAs, managers, and consultants.

Teaching Smart People How to Learn (Hardcover): Chris Argyris Teaching Smart People How to Learn (Hardcover)
Chris Argyris
R492 R409 Discovery Miles 4 090 Save R83 (17%) Ships in 10 - 15 working days
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