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Die Entwicklung von Krankenhausern ist ein hoechst aktuelles und
weitgehend ungeloestes Problem. Erstmals wird anhand
internationaler Fallbeispiele Auskunft uber konkrete
Reorganisationsprojekte in Krankenhausern und
Gesundheitseinrichtungen gegeben. Die Autoren beleuchten klar und
verstandlich den Stellenwert von Organisationsentwicklung fur die
komplexen Steuerungsanforderungen des Krankenversorgungssystems.
Die Praxisbeispiele vermitteln einen guten UEberblick uber
unterschiedliche Zugange und Problemstellungen von Veranderung; sie
bieten eine praktische und theoretisch fundierte Orientierung aus
erster Hand. Daruber hinaus konturiert das Buch exemplarisch das
Profil einer "intelligenten Organisation". Ein gesellschaftlich
zukunftsweisender Umgang mit oeffentlichen Gutern wie Gesundheit,
Bildung, Sicherheit, soziale Integration u.a. stellt hohe
Anforderungen an die dafur eingerichteten Organisationen und ihre
Steuerung. Diese Beitrage sind beispielhaft fur intelligente
Organisationen in anderen Sektoren.
This book presents - for the first time in the English language -
the concept of systemic organization development and its use in
management and consultancy. It demonstrates in a succinct and
compact way, how the systemic approach, in its up-to-date version,
is well suited to describe and handle complex challenges in diverse
organizations of all sectors of society. First, the authors sketch
out the crucial role organizations play today and the increasing
importance of their ability to change. The central theme of the
book is thus the design of organizational change processes with the
help of different tools. These tools deal cautiously with
employees, clients and cooperation partners in order to ensure
sustainable success of an organization. In the final chapters the
authors delve into specific attitudes during the change process,
such as the building of trust and the allowing of emotions. Several
cases illustrate how the concept and the tools promote
organizational development. The book well provides a practical
guideline. Additionally, the book talks about important aspects
managers have to pay attention to, such as dealing with concerns
and resistance. The values of the systemic concept like
sustainability, selective participation and growth from inside are
convincingly exemplified. The book is theoretically sound and
grounded by the authors' long management and consulting experience
and their research activities with the university background. It is
addressed mainly at actors in corporations, not-for-profit and
public organizations, who's task it is to organize, design and
effectuate change while the daily business continues alongside.
These actors may be leaders, managers, experts, consultants,
project managers or employees.
This book presents - for the first time in the English language -
the concept of systemic organization development and its use in
management and consultancy. It demonstrates in a succinct and
compact way, how the systemic approach, in its up-to-date version,
is well suited to describe and handle complex challenges in diverse
organizations of all sectors of society. First, the authors sketch
out the crucial role organizations play today and the increasing
importance of their ability to change. The central theme of the
book is thus the design of organizational change processes with the
help of different tools. These tools deal cautiously with
employees, clients and cooperation partners in order to ensure
sustainable success of an organization. In the final chapters the
authors delve into specific attitudes during the change process,
such as the building of trust and the allowing of emotions. Several
cases illustrate how the concept and the tools promote
organizational development. The book well provides a practical
guideline. Additionally, the book talks about important aspects
managers have to pay attention to, such as dealing with concerns
and resistance. The values of the systemic concept like
sustainability, selective participation and growth from inside are
convincingly exemplified. The book is theoretically sound and
grounded by the authors' long management and consulting experience
and their research activities with the university background. It is
addressed mainly at actors in corporations, not-for-profit and
public organizations, who's task it is to organize, design and
effectuate change while the daily business continues alongside.
These actors may be leaders, managers, experts, consultants,
project managers or employees.
Education, Research, Health, Social Security and other "public
goods" are organised by a mix of organisations, partly
publicly-funded, partly private enterprises, partly public-private
partnerships. The quality of the services relies greatly on the
coordination and collaboration of these specialised organisations.
How can cooperative relationships be built that guarantee trustful
communication, binding decisions, and productive team-work? How can
collaboration and competition be balanced? What are the differences
between loose-coupled networks and tightly built collaborations and
which type is the best solution for which tasks? How can mergers be
managed as result of such collaboration? How must organisations
prepare themselves and their internal structures to engage in
trans-organisational collaboration? This volume investigates the
potential and challenges inherent in collaborative ventures. It is
based on the authors' rich experiences derived from consulting
engagements and research projects in publicly-funded service
organisations, non-profit organisations, public-private
partnerships, and for-profit enterprises. The focus is on the role
that management consultants can play in facilitating such
collaborative ventures. Especially within the European context,
this particular organisational form is becoming an increasingly
common and powerful type of organisational system, and, as such,
interventions that can ease and expedite their performance demand
our attention and scholarship. As the authors skillfully document
and illustrate, cooperative relationships and networks function
according to their own underlying logic, which is typically
grounded in a spirit of collaboration and negotiation. As they
argue, the resulting dynamic reflects a different perspective on
building interpersonal, intergroup, and inter-organisational
relationships, one that is removed from historic attempts at
coordination through tight hierarchical control, which, as they
underscore, is often "inflexible, bureaucratic, and incapable" of
achieving the level of commitment and dedication necessary for
success. Collaborative ventures involve goals that must be jointly
pursued, the partnerships must strive for levels commitment,
involvement and motivation from their members that go well beyond
those that hierarchical top-down structures typically provide. As
the authors convincingly demonstrate, such high levels of
collaboration do not emerge on their own. Mergers, acquisitions,
joint ventures, partnerships, and strategic alliances are often
launched with great fanfare, only to fall well short of pre-venture
expectations. To truly work in practice, collaborative
relationships and networks must be deliberately formed, developed,
organised, and guided. Yet, as this volume amply illustrates, the
underlying process is infused with a number of tensions - from the
challenge of balancing collaboration and competition, to the
appropriate mix of loose-tight controls and linkages, to ensuring
commitment from members to the partnership while they maintain
allegiance to their primary organisation. This volume appeals to an
international market. It is part of an effort to continue to learn
across cultural perspectives, focusing on current thinking in the
European context. The reader will become intrigued by the Austrian
approach to organisational intervention, especially in the context
of inter-organisational settings.
Education, Research, Health, Social Security and other "public
goods" are organised by a mix of organisations, partly
publicly-funded, partly private enterprises, partly public-private
partnerships. The quality of the services relies greatly on the
coordination and collaboration of these specialised organisations.
How can cooperative relationships be built that guarantee trustful
communication, binding decisions, and productive team-work? How can
collaboration and competition be balanced? What are the differences
between loose-coupled networks and tightly built collaborations and
which type is the best solution for which tasks? How can mergers be
managed as result of such collaboration? How must organisations
prepare themselves and their internal structures to engage in
trans-organisational collaboration? This volume investigates the
potential and challenges inherent in collaborative ventures. It is
based on the authors' rich experiences derived from consulting
engagements and research projects in publicly-funded service
organisations, non-profit organisations, public-private
partnerships, and for-profit enterprises. The focus is on the role
that management consultants can play in facilitating such
collaborative ventures. Especially within the European context,
this particular organisational form is becoming an increasingly
common and powerful type of organisational system, and, as such,
interventions that can ease and expedite their performance demand
our attention and scholarship. As the authors skillfully document
and illustrate, cooperative relationships and networks function
according to their own underlying logic, which is typically
grounded in a spirit of collaboration and negotiation. As they
argue, the resulting dynamic reflects a different perspective on
building interpersonal, intergroup, and inter-organisational
relationships, one that is removed from historic attempts at
coordination through tight hierarchical control, which, as they
underscore, is often "inflexible, bureaucratic, and incapable" of
achieving the level of commitment and dedication necessary for
success. Collaborative ventures involve goals that must be jointly
pursued, the partnerships must strive for levels commitment,
involvement and motivation from their members that go well beyond
those that hierarchical top-down structures typically provide. As
the authors convincingly demonstrate, such high levels of
collaboration do not emerge on their own. Mergers, acquisitions,
joint ventures, partnerships, and strategic alliances are often
launched with great fanfare, only to fall well short of pre-venture
expectations. To truly work in practice, collaborative
relationships and networks must be deliberately formed, developed,
organised, and guided. Yet, as this volume amply illustrates, the
underlying process is infused with a number of tensions - from the
challenge of balancing collaboration and competition, to the
appropriate mix of loose-tight controls and linkages, to ensuring
commitment from members to the partnership while they maintain
allegiance to their primary organisation. This volume appeals to an
international market. It is part of an effort to continue to learn
across cultural perspectives, focusing on current thinking in the
European context. The reader will become intrigued by the Austrian
approach to organisational intervention, especially in the context
of inter-organisational settings.
A volume in Research in Management Education and Development Series
Editors: Charles Wankel, St. John's University Management makes the
world go round. This is a strong belief of the authors of this
volume. The current tumultuous economic and financial crisis and
the intensifying threats caused by climate change are symptoms of a
global system that is out of balance. It is increasingly assumed
that managers share the responsibility for these developments.
After all, management as a major force in the shaping of global
economic conditions and social relations make the world go round.
At present an alliance of business schools, publishers and
certification agencies is rapidly organizing the learning of
executives and leaders into a global industry developed by
professional managers. But under these circumstances do MBA courses
and executive education programs in business schools offer the
appropriate learning for current challenges? And can managers learn
the lessons of the crisis in these learning environments? Or does
the transformation of learning into a global business rather tend
to discourage critical thinking and reflective patterns of
learning? "Management makes the world go round." This was also the
title of an international conference on management learning, where
the authors of this volume presented their ideas, shared their
experiences, increased their knowledge and contributed to a
fascinating debate in a context with a great professional and
cultural diversity. This inspired the group to hold on to this
debate and develop the ideas further on. So this book was created
and brought into the IAP division of Management Education.
A volume in Research in Management Education and Development Series
Editors: Charles Wankel, St. John's University Management makes the
world go round. This is a strong belief of the authors of this
volume. The current tumultuous economic and financial crisis and
the intensifying threats caused by climate change are symptoms of a
global system that is out of balance. It is increasingly assumed
that managers share the responsibility for these developments.
After all, management as a major force in the shaping of global
economic conditions and social relations make the world go round.
At present an alliance of business schools, publishers and
certification agencies is rapidly organizing the learning of
executives and leaders into a global industry developed by
professional managers. But under these circumstances do MBA courses
and executive education programs in business schools offer the
appropriate learning for current challenges? And can managers learn
the lessons of the crisis in these learning environments? Or does
the transformation of learning into a global business rather tend
to discourage critical thinking and reflective patterns of
learning? "Management makes the world go round." This was also the
title of an international conference on management learning, where
the authors of this volume presented their ideas, shared their
experiences, increased their knowledge and contributed to a
fascinating debate in a context with a great professional and
cultural diversity. This inspired the group to hold on to this
debate and develop the ideas further on. So this book was created
and brought into the IAP division of Management Education.
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