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Previously, the conventional wisdom about organizations was "If
it's not broken, then don't fix it. " Today, the new dictum seems
to be "If it works, make it work better. " There is a shift from a
posture of reaction to one that embraces change. The prevailing
wisdom is changing because many of our organizations are now or
will soon be in a state of crisis. Every day we read about a proud
old firm going bankrupt, manufacturers who must cut costs and
retrench in order to survive, and failures in our governmental
agencies. Who's next? Many organizations are failing but others are
doing well. All wonder if something terrible could happen to their
organization. Thus, it seems prudent to anticipate and proactively
manage change rather than to passively sit by until some crisis
strikes. All of us know that any organization can be improved.
There will always be a gap between some desired state and our
current reality. There will always be differences among people
about what is desirable and what is not. Every change energizes
these gaps. Because there are so many changes taking place, it is
no wonder that there is continuous clamor for organizational
change. These gaps and differences are the source of problems. Once
a problem is recognized and agreed to, efforts are made to generate
a solution to it. Every solution has both its intended and
unintended consequences.
This series publishes papers initially offered in presentations at
the yearly meetings of the International Conference on Advances in
Management, and then presents attendees at the next annual
conference with a published volume of the best efforts of the
previous meeting. This is an unprecedented achievement for a
professional association of any size and is of considerable value
to the ICAM participants.
This fifth volume Current Topics, contains seventeen chapters
divided into six sections. The editors contribute Chapters 1 and
17, and the remaining sixteen were selected from seventy-five
competitive papers presented at the sixth annual International
Conference on Advances in Management held at Baton Rouge, Lousiana,
during July 1999.
The major architecture for this book is divided into six sections.
They are labelled: (1) Organization Theory, (2) Organizational
Behaviour, (3) Trust, Morality, and Ethics, (4) Organizational
Development and Innovation, (5) International Management, and (6)
Concluding Comments.
Hardbound. This fifth volume of Current Topics contains seventeen
chapters divided into six sections. The editors contribute Chapters
1 and 17, and the remaining sixteen were selected from seventy-five
competitive papers presented at the sixth annual International
Conference on Advances in Management held at Baton Rouge, Lousiana,
during July 1999. The major architecture for this book is divided
into six sections. They are labelled: Organization Theory,
Organizational Behavior, Trust, Morality, and Ethics,
Organizational Development and Innovation, International
Management, and Concluding Comments.
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