Welcome to Loot.co.za!
Sign in / Register |Wishlists & Gift Vouchers |Help | Advanced search
|
Your cart is empty |
|||
Showing 1 - 11 of 11 matches in All Departments
Many, if not most, of one's important decisions are made in the
context of one's work. However, because workplace decisions cover
such a broad range of issues, it often is difficult to detect
underlying commonalities in how they are made, and in how things go
wrong when they do go wrong. As a result, there are nearly as many
different descriptions of workplace decisions as there are
decisions themselves. In this volume, the best features of these
diverse descriptions are unified in a new, intuitively compelling
view of decision making called "Image Theory." The result is a
clear picture of real-life, day-to-day workplace decision making
that allows us to think constructively about how such decisions are
made and about how to improve them when improvement is
necessary.
Most books on leadership and organizational change focus on descriptive theory and research, simplistic and questionable gimmicks, or biographical sketches of successful leaders whose character and exploits students are encouraged to emulate. Leadership and the Art of Change avoids pedantry, gimmicks, and hero worship while addressing the complex issues involved in trying to lead an organization. It does not bury the reader in abstractions, nor does it offer quick fixes. Leadership and the Art of Change is a unique book in that it focuses on a leader's central and most daunting task-achieving organizational change that successfully addresses external and internal threats and opportunities. Author Lee R. Beach uses six prime responsibilities as the framework for discussing change leadership: external and internal environmental assessment to identify required changes, organizational culture as a constraint on change, vision for motivating change; plans as a map for change, implementation to produce change, and follow-through for institutionalizing achieved changes and making ongoing change a part of the culture. Key Features: Defines leadership as the art of producing changes in an organization's environment, its culture, and its practices in pursuit of survival and prosperity Explains the importance of organizational culture as the key to facilitating or inhibiting change Examines methods for building a vision and leveraging culture in order to move the organization toward the vision with implementation strategies Offers self-summary exercises as well as a new episode of an ongoing vignette in each chapter that helps readers understand the issues under consideration Includes appendices that provide students with hands-on tools to do marketing research, survey an organization's culture, and perform decision analyses Written in a conversational manner, Leadership and the Art of Change is an engaging textbook for advanced undergraduate and graduate students studying management in a variety of programs including Business, Public Administration, Health Care Management, and Social Work. It will also be of interest to professional managers looking for a unique perspective on organizational change.
The Psychology of Decision Making provides an overview of decision making as it relates to management, organizational behavior issues, and research. This engaging book examines the way individuals make decisions as well as how they form judgments privately and in the context of the organization. It also discusses the interplay of group and institutional dynamics and their effects upon the decisions made within and on the behalf of organizations. Researchers and advanced students in the field of organization science, social, and industrial psychology who want a better understanding of how the field has developed as a scholarly discipline and of the processes involved in decision making will find this an excellent resource. The Second Edition has been entirely revised and updated to reflect recent research and changing perspectives with the help of new co-author Terry Connolly, Finova Professor of Management and Policy at the University of Arizona. New to the Second Edition are: Latest developments in the field building on Prospect Theory Current research on Behavioral Theory Innovative suggestions by research scholars on subjects for new theoretical models
Decision making plays a major role in virtually every theory of
organizational behavior. However, decision theory has not provided
organizational theorists with useful descriptions of how decisions
are made, either by individuals or by individuals in organizations.
The earliest offering came from economics in the form of the
"normative" rational view of decision making. The underlying
presumption was that decision makers are all striving to maximize
return or minimize loss, that decisions are based upon unlimited
information, and that they have the capacity to use the information
efficiently. They know the options open to them and the
consequences of pursuing one or another of those options. The
optimal course of action is revealed by applying the appropriate
analysis and choosing the most profitable option. The key concepts
are rationality, analysis, orderliness, and maximization, and even
a moment's thought demonstrates the gap between these concepts and
real-life experience. From the viewpoint of organizational theory,
the primary problem with the normative view of decision making, and
by analogy with much behavioral decision research, is its reliance
on the "gamble metaphor." That is, decisions are characterized as
gambles in an effort to capture the inherent risk. This metaphor
has the advantage of simplicity, but it is a flawed simplicity.
First published in 1986. Routledge is an imprint of Taylor and Francis, an informa company.
Many, if not most, of one's important decisions are made in the
context of one's work. However, because workplace decisions cover
such a broad range of issues, it often is difficult to detect
underlying commonalities in how they are made, and in how things go
wrong when they do go wrong. As a result, there are nearly as many
different descriptions of workplace decisions as there are
decisions themselves. In this volume, the best features of these
diverse descriptions are unified in a new, intuitively compelling
view of decision making called "Image Theory." The result is a
clear picture of real-life, day-to-day workplace decision making
that allows us to think constructively about how such decisions are
made and about how to improve them when improvement is
necessary.
Most books on leadership and organizational change focus on descriptive theory and research, simplistic and questionable gimmicks, or biographical sketches of successful leaders whose character and exploits students are encouraged to emulate. Leadership and the Art of Change avoids pedantry, gimmicks, and hero worship while addressing the complex issues involved in trying to lead an organization. It does not bury the reader in abstractions, nor does it offer quick fixes. Leadership and the Art of Change is a unique book in that it focuses on a leader's central and most daunting task-achieving organizational change that successfully addresses external and internal threats and opportunities. Author Lee R. Beach uses six prime responsibilities as the framework for discussing change leadership: external and internal environmental assessment to identify required changes, organizational culture as a constraint on change, vision for motivating change; plans as a map for change, implementation to produce change, and follow-through for institutionalizing achieved changes and making ongoing change a part of the culture. Key Features: Defines leadership as the art of producing changes in an organization's environment, its culture, and its practices in pursuit of survival and prosperity Explains the importance of organizational culture as the key to facilitating or inhibiting change Examines methods for building a vision and leveraging culture in order to move the organization toward the vision with implementation strategies Offers self-summary exercises as well as a new episode of an ongoing vignette in each chapter that helps readers understand the issues under consideration Includes appendices that provide students with hands-on tools to do marketing research, survey an organization's culture, and perform decision analyses Written in a conversational manner, Leadership and the Art of Change is an engaging textbook for advanced undergraduate and graduate students studying management in a variety of programs including Business, Public Administration, Health Care Management, and Social Work. It will also be of interest to professional managers looking for a unique perspective on organizational change.
The Psychology of Decision Making provides an overview of decision making as it relates to management, organizational behavior issues, and research. This engaging book examines the way individuals make decisions as well as how they form judgments privately and in the context of the organization. It also discusses the interplay of group and institutional dynamics and their effects upon the decisions made within and on the behalf of organizations. Researchers and advanced students in the field of organization science, social, and industrial psychology who want a better understanding of how the field has developed as a scholarly discipline and of the processes involved in decision making will find this an excellent resource. The Second Edition has been entirely revised and updated to reflect recent research and changing perspectives with the help of new co-author Terry Connolly, Finova Professor of Management and Policy at the University of Arizona. New to the Second Edition are: Latest developments in the field building on Prospect Theory Current research on Behavioral Theory Innovative suggestions by research scholars on subjects for new theoretical models
Here's practical help for the day-to-day concerns that keep managers awake at night. Written in an informal, first-person style, this useful book fills the gap between the legal and policy issues that are the mainstay of human resources and supervision courses and the real-world needs of managers as they attempt to cope with the human side of their jobs. The author is a noted scholar in both cognitive psychology and organizational studies, and has drawn from extensive personal experience as well as careful observation of good and bad managers. "The Human Element" is organized around six fundamental commitments that good employee managers make in order to succeed. It is filled with practical examples and step-by-step guidelines for performing important tasks and dealing with common problems - everything from how to conduct a meeting, to how to write a code of conduct, to how to diagnose the cause of performance problems. "The Human Element" is designed to reduce the stress of management by providing insight into why employees do what they do, and what to do about it. It is an ideal supplement for any course in "people management," including supervision, HRM, and applied OB courses.
|
You may like...
The Future of Business Schools…
Rico J. Baldegger, Ayman El Tarabishy, …
Hardcover
R3,373
Discovery Miles 33 730
Tacitus' Wonders - Empire and Paradox in…
James McNamara, Victoria Emma Pagan
Hardcover
R2,404
Discovery Miles 24 040
ABA Visualized - A Visual Guidebook For…
Morgan Van Diepen, Boudewijn Van Diepen
Paperback
R920
Discovery Miles 9 200
|