|
Showing 1 - 13 of
13 matches in All Departments
Uniquely accessible and concise guide to complexity and management
Includes perspectives from the complexity sciences, philosophy and
history Includes chapter bringing theories to management practice
Contributions from senior and experienced practitioners in their
field, who provide practical insight for managers and students. The
titles all build into a comprehensive resource, providing essential
reading for anyone interested in management and complexity, systems
thinking, organization and management theory and organizational
change. The series explains how the application of complexity
science to today's organization could have radical implications for
management practice.
Leading organisations in our contemporary world means grappling
with unpredictability, painful pressures and continual conflict,
all in the context of an acceleration in the pace of change. We
expect the impossible from heroic leaders and they rarely live up
to expectations. With countless recommendations, self-help books
and new concepts, scholars and management consultants often
simplify and dream unrealistically. This book challenges the more
orthodox discourse on leadership and presents a way of thinking
about leadership that pays closer attention to experience. The
contributors in this book, all senior managers or facilitators of
leadership development, resist easy solutions, new typologies or
unrealistic prescriptions. Writing about their experiences in
Denmark, the UK, Israel, Ethiopia, South Africa and beyond, they
are less concerned with traits that people can possess and learn,
or magical promises of recipes for success, and more with the
socio-political process of the interaction between people from
which leadership emerges as a theme. We focus on understanding
leadership as a practice within which communication, research,
imagination and ethical judgements are continuously improvised. So
rather than idealising leadership, or reducing it to soothing tools
and techniques, we suggest how leaders might become more
politically, emotionally and socially savvy. This book is written
for academics and practitioners with an interest in the everyday
challenges of both individual and group practices of formal and
informal leaders in different types of organisations, and is an
ideal resource for executives and students on leadership
development programmes. We hope this volume will help readers to
expand the wisdom found in their own experience and discover for
themselves and for others, a greater sense of freedom.
Contributions from senior and experienced practitioners in their
field, who provide practical insight for managers and students. The
titles all build into a comprehensive resource, providing essential
reading for anyone interested in management and complexity, systems
thinking, organization and management theory and organizational
change. The series explains how the application of complexity
science to today's organization could have radical implications for
management practice.
Contributions from senior and experienced practitioners in their
field, who provide practical insight for managers and students. The
titles all build into a comprehensive resource, providing essential
reading for anyone interested in management and complexity, systems
thinking, organization and management theory and organizational
change. The series explains how the application of complexity
science to today's organization could have radical implications for
management practice.
Contributions from senior and experienced practitioners in their
field, who provide practical insight for managers and students. The
titles all build into a comprehensive resource, providing essential
reading for anyone interested in management and complexity, systems
thinking, organization and management theory and organizational
change. The series explains how the application of complexity
science to today's organization could have radical implications for
management practice.
Leading organisations in our contemporary world means grappling
with unpredictability, painful pressures and continual conflict,
all in the context of an acceleration in the pace of change. We
expect the impossible from heroic leaders and they rarely live up
to expectations. With countless recommendations, self-help books
and new concepts, scholars and management consultants often
simplify and dream unrealistically. This book challenges the more
orthodox discourse on leadership and presents a way of thinking
about leadership that pays closer attention to experience. The
contributors in this book, all senior managers or facilitators of
leadership development, resist easy solutions, new typologies or
unrealistic prescriptions. Writing about their experiences in
Denmark, the UK, Israel, Ethiopia, South Africa and beyond, they
are less concerned with traits that people can possess and learn,
or magical promises of recipes for success, and more with the
socio-political process of the interaction between people from
which leadership emerges as a theme. We focus on understanding
leadership as a practice within which communication, research,
imagination and ethical judgements are continuously improvised. So
rather than idealising leadership, or reducing it to soothing tools
and techniques, we suggest how leaders might become more
politically, emotionally and socially savvy. This book is written
for academics and practitioners with an interest in the everyday
challenges of both individual and group practices of formal and
informal leaders in different types of organisations, and is an
ideal resource for executives and students on leadership
development programmes. We hope this volume will help readers to
expand the wisdom found in their own experience and discover for
themselves and for others, a greater sense of freedom.
Uniquely accessible and concise guide to complexity and management
Includes perspectives from the complexity sciences, philosophy and
history Includes chapter bringing theories to management practice
What do business school graduates learn, and how helpful is it for
managing in the everyday, messy reality of organisations? What does
it mean to apply 'best practice', or to take up 'evidence-based
management' and what kind of thinking does this imply? In
Rethinking Management, Chris Mowles argues that many management
courses still largely assume a linear and predictable world, when
experience tells us that the opposite is the case. He questions
some of the more orthodox conceptual assumptions that underpin much
management education and instead, encourages leaders and managers
to take their everyday experience of working with others seriously.
People in organisations co-operate and compete to get things done,
and constrain and enable each other in relationships of power.
Because of this there are always unintended consequences of our
actions - uncertainty is inherent in the everyday. Chris Mowles
draws on the complexity sciences, the sciences of uncertainty
rather than certainty, and the social sciences to explore more
helpful ways to think and talk about our lived reality. He takes
concrete examples from contemporary organisations, to argue that
understanding the radical implications of uncertainty is central to
the task of leading. Rethinking Management explores narrative
alternatives to the ubiquitous grids and frameworks that are
routinely taught in business schools, and encourages management
professionals and educators to recognise the importance of
judgement, improvisation and the everyday politics of
organisational life.
Strategic Management and Organisational Dynamics remains unique
amongst strategic management textbooks by taking a refreshingly
alternative look at the subject. Drawing on the sciences of
complexity as well as a broad range of social scientific
literature, Stacey and Mowles challenge the conceptual orthodoxy of
planned strategy, focusing instead on emergence and the predictable
unpredictability of organisational life. Ideal for advanced
undergraduate and postgraduate study, this critically detailed
account deals with current issues, raising the challenge of
complexity within practice and theory. New to this edition: The
literature from past editions is refreshed and updated. More
examples are given from contemporary organisational life and social
life more generally. The canon of thinkers who inform complex
responsive processes of relating is broadened and deepened. There
is engagement with new developments in organisational theory such
as process organisation studies and practice schools. There are
updated sections on rhetoric, paradox and recognition. A focus on
what strategic management might mean from the perspective of
complex responsive processes. Ralph Stacey is Professor of
Management at the Business School, University of Hertfordshire. He
is a supervisor on the innovative Doctor of Management programme at
the University of Hertfordshire and the author of a number of books
and papers on complexity and organisation. Chris Mowles is
Professor of Complexity and Management at the Business School,
University of Hertfordshire. He is director of, and supervisor on,
the innovative Doctor of Management programme at the University of
Hertfordshire and the author of two books and a number of papers on
complexity and organisation.
What do business school graduates learn, and how helpful is it for
managing in the everyday, messy reality of organisations? What does
it mean to apply 'best practice', or to take up 'evidence-based
management' and what kind of thinking does this imply? In
Rethinking Management, Chris Mowles argues that many management
courses still largely assume a linear and predictable world, when
experience tells us that the opposite is the case. He questions
some of the more orthodox conceptual assumptions that underpin much
management education and instead, encourages leaders and managers
to take their everyday experience of working with others seriously.
People in organisations co-operate and compete to get things done,
and constrain and enable each other in relationships of power.
Because of this there are always unintended consequences of our
actions - uncertainty is inherent in the everyday. Chris Mowles
draws on the complexity sciences, the sciences of uncertainty
rather than certainty, and the social sciences to explore more
helpful ways to think and talk about our lived reality. He takes
concrete examples from contemporary organisations, to argue that
understanding the radical implications of uncertainty is central to
the task of leading. Rethinking Management explores narrative
alternatives to the ubiquitous grids and frameworks that are
routinely taught in business schools, and encourages management
professionals and educators to recognise the importance of
judgement, improvisation and the everyday politics of
organisational life.
The reality of everyday organizational life is that it is filled
with uncertainty, contradictions and paradoxes. Yet leaders and
managers are expected to act as though they can predict the future
and bring about the impossible: that they can transform themselves
and their colleagues, design different cultures, choose the values
for their organization, be innovative, control conflict and have
inspiring visions. Whilst managers will have had lots of
experiences of being in charge, they probably realise that they are
not always in control. So how might we frame a much more realistic
account of what's possible for managers to achieve? Many managers
are implicitly aware of their messy reality, but they rarely spend
much time reflecting on what it is that they are actually doing.
Drawing on insights from the complexity sciences, process sociology
and pragmatic philosophy, Chris Mowles engages directly with some
principal contradictions of organizational life concerning
innovation, culture change, conflict and leadership. Mowles argues
that if managers proceed from the expectation that organizational
life as inherently uncertain, and interactions between people are
complex and often paradoxical, they start noticing different things
and create possibilities for acting in different ways. Managing in
Uncertainty will be of interest to practitioners, advanced students
and researchers looking at management and organizational studies
from a critical perspective.
The reality of everyday organizational life is that it is filled
with uncertainty, contradictions and paradoxes. Yet leaders and
managers are expected to act as though they can predict the future
and bring about the impossible: that they can transform themselves
and their colleagues, design different cultures, choose the values
for their organization, be innovative, control conflict and have
inspiring visions. Whilst managers will have had lots of
experiences of being in charge, they probably realise that they are
not always in control. So how might we frame a much more realistic
account of what's possible for managers to achieve? Many managers
are implicitly aware of their messy reality, but they rarely spend
much time reflecting on what it is that they are actually doing.
Drawing on insights from the complexity sciences, process sociology
and pragmatic philosophy, Chris Mowles engages directly with some
principal contradictions of organizational life concerning
innovation, culture change, conflict and leadership. Mowles argues
that if managers proceed from the expectation that organizational
life as inherently uncertain, and interactions between people are
complex and often paradoxical, they start noticing different things
and create possibilities for acting in different ways. Managing in
Uncertainty will be of interest to practitioners, advanced students
and researchers looking at management and organizational studies
from a critical perspective.
|
You may like...
Hampstead
Diane Keaton, Brendan Gleeson, …
DVD
R66
Discovery Miles 660
|