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The approach known as Diversity Management, is about managing the
increasing diversity of issues that confront us. It is a response
to the ever growing number of approaches - more models, more
methodologies and more theories - developed to tackle those issues.
Diversity Management addresses this new issue to be confronted -
how to choose between the models, methodologies and theories. The
book, Diversity Management: Triple Loop Learning, will provide a
strong intellectual contribution to the now widely debated issue of
managing diversity. It carefully blends theory and practice in
order to provide substance to the debate on diversity management in
the social and systems sciences. The focus on triple loop learning
increases the fullness of learning about the diversity of issues
and dilemmas faced. It brings together three main learning centres
in one overall awareness so that the process is more reflexive and
those involved can operate more intelligently and responsibly.
Diversity Management: Triple Loop Learning is thoroughly
illustrated with case studies and shows theoreticians and
interventionists how they can operate with a consciousness that is
more than the sum of its parts.
Flood introduces a dynamic new problem solving system called Total
Systems Intervention (TSI). He provides a clear understanding of
TSI in terms of its philosophy, principles and process, explaining
what is happening when using this system and how to avoid the main
pitfalls in problem solving with TSI. Describes the pros and cons
of different catagories of consultants that may be used in the TSI
procedure along with guidelines on selecting the right one.
Features nine international case studies--each one appraising a
diverse type of organisational problem solving using TSI.
Creative Problem Solving • Total Systems Intervention • Robert L. Flood and Michael C. Jackson Department of Management Systems and Sciences, University of Hull, UK In the modern world organisations are faced with innumerable and multifaceted issues which cannot be captured in the minds of a few experts and solved with the aid of some super-method. It would be equally wrong to revert to a trial and error approach. We need to retain rigorous and formalised thinking, while admitting the need for a range of problem solving methodologies. The future prospects of management science will be much enhanced if (a) the diversity of issues confronting managers is accepted, (b) work on developing a rich variety of problem solving methodologies is undertaken, and (c) we continually ask the question: "What kind of issue can be ‘managed’ with which sort of methodology?" This volume, Creative Problem Solving: Total Systems Intervention, amounts to the bringing together of a huge human effort in the area of the management sciences. Each particular methodology that we have presented in this book is the realisation of years of work by many people, and the management and organisation theory to which we refer goes back nearly a century and has employed armies of researchers. Total systems intervention stands at the top of this mountain of effort and is able to offer an overview of the management-oriented disciplines which enables managers and decision makers to gain a command over how to employ them as a whole.
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