Info
- Utilizzare la checkbox di selezione a fianco di ciascun documento per attivare le funzionalità di stampa, invio email, download nei formati disponibili del (i) record.
Complexity and management : fad or radical challenge to systems thinking? / / Ralph D. Stacey, Douglas Griffin and Patricia Shaw
| Complexity and management : fad or radical challenge to systems thinking? / / Ralph D. Stacey, Douglas Griffin and Patricia Shaw |
| Autore | Stacey Ralph D. |
| Pubbl/distr/stampa | London ; ; New York : , : Routledge, , 2000 |
| Descrizione fisica | 1 online resource (241 p.) |
| Disciplina |
302.35
658.4 |
| Altri autori (Persone) |
GriffinDouglas <1946->
ShawPatricia <1953-> |
| Collana | Complexity and emergence in organizations Complexity and management |
| Soggetto topico |
Complex organizations
Complexity (Philosophy) Industrial management Interorganizational relations Organizational change Organizational effectiveness System analysis Organizational effectiveness - Management Management Business & Economics Management Styles & Communication |
| ISBN |
0-203-18468-8
1-280-35461-5 1-134-53897-9 0-203-19015-7 |
| Classificazione | 85.08 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Book Cover; Title; Contents; Series preface; Introduction: getting things done in organizations; ~Getting things done, anyway~; Ways of thinking; Outline of the book; The age-old question of stability and change; The claims of management complexity writers; Moving toward a knowable future; Human freedom and the scientific method; The importance of Kant's contribution; Conclusion; Moving toward an unknowable future; Chance and adaptation; Alternatives to some of Darwin's views; Darwin and the neo-Darwinian synthesis; Five ways of understanding stability and change; Conclusion
Limits of systems thinking: focusing on knowable futuresDealing with human participation and freedom; Scientific management: ignoring interaction; Systems thinking: splitting choice and interaction; Conclusion; How the complexity sciences deal with the future; Chaos theory: unfolding an enfolded future; Chaos theory as Formative Teleology; Dissipative structure theory: constructing an unknowable future; Conclusion; Complexity and the emergence of novelty; Review of the management complexity writers' claim; Conclusion: the challenge; Differing views on complexity in organizations Complexity and the dynamics of industries: limits to control and the origins of noveltyMarion's analysis of causality in complex systems; Complexity and the dynamics of organizations: sustaining the illusion of control; Conclusion; Complexity and human action; Human action in the dominant management discourse: focusing on the individual; Human action in complexity: retaining the individual focus; Transformation and human action: focusing on relationship and participation; Conclusion; Getting things done in organizations: from systems to complex responsive processes Key elements of our projectThe books in this series; Appendix 1: The origins of Western notions of causality; Appendix 2: Complexity sciences as sources of analogy; Appendix 3: The movement of our thought; Bibliography; Index |
| Record Nr. | UNISA-996262842603316 |
Stacey Ralph D.
|
||
| London ; ; New York : , : Routledge, , 2000 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. di Salerno | ||
| ||
Complexity and management : fad or radical challenge to systems thinking? / / Ralph D. Stacey, Douglas Griffin and Patricia Shaw
| Complexity and management : fad or radical challenge to systems thinking? / / Ralph D. Stacey, Douglas Griffin and Patricia Shaw |
| Autore | Stacey Ralph D. |
| Pubbl/distr/stampa | London ; ; New York : , : Routledge, , 2000 |
| Descrizione fisica | 1 online resource (241 p.) |
| Disciplina |
302.35
658.4 |
| Altri autori (Persone) |
GriffinDouglas <1946->
ShawPatricia <1953-> |
| Collana | Complexity and emergence in organizations Complexity and management |
| Soggetto topico |
Complex organizations
Complexity (Philosophy) Industrial management Interorganizational relations Organizational change Organizational effectiveness System analysis Organizational effectiveness - Management Management Business & Economics Management Styles & Communication |
| ISBN |
0-203-18468-8
1-280-35461-5 1-134-53897-9 0-203-19015-7 |
| Classificazione | 85.08 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Book Cover; Title; Contents; Series preface; Introduction: getting things done in organizations; ~Getting things done, anyway~; Ways of thinking; Outline of the book; The age-old question of stability and change; The claims of management complexity writers; Moving toward a knowable future; Human freedom and the scientific method; The importance of Kant's contribution; Conclusion; Moving toward an unknowable future; Chance and adaptation; Alternatives to some of Darwin's views; Darwin and the neo-Darwinian synthesis; Five ways of understanding stability and change; Conclusion
Limits of systems thinking: focusing on knowable futuresDealing with human participation and freedom; Scientific management: ignoring interaction; Systems thinking: splitting choice and interaction; Conclusion; How the complexity sciences deal with the future; Chaos theory: unfolding an enfolded future; Chaos theory as Formative Teleology; Dissipative structure theory: constructing an unknowable future; Conclusion; Complexity and the emergence of novelty; Review of the management complexity writers' claim; Conclusion: the challenge; Differing views on complexity in organizations Complexity and the dynamics of industries: limits to control and the origins of noveltyMarion's analysis of causality in complex systems; Complexity and the dynamics of organizations: sustaining the illusion of control; Conclusion; Complexity and human action; Human action in the dominant management discourse: focusing on the individual; Human action in complexity: retaining the individual focus; Transformation and human action: focusing on relationship and participation; Conclusion; Getting things done in organizations: from systems to complex responsive processes Key elements of our projectThe books in this series; Appendix 1: The origins of Western notions of causality; Appendix 2: Complexity sciences as sources of analogy; Appendix 3: The movement of our thought; Bibliography; Index |
| Record Nr. | UNINA-9910679520103321 |
|
Stacey Ralph D.
|
||
| London ; ; New York : , : Routledge, , 2000 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Strategic management and organisational dynamics : the challenge of complexity to ways of thinking about organisations / / Ralph D. Stacey and Chris Mowles
| Strategic management and organisational dynamics : the challenge of complexity to ways of thinking about organisations / / Ralph D. Stacey and Chris Mowles |
| Autore | Stacey Ralph D. |
| Edizione | [Seventh edition.] |
| Pubbl/distr/stampa | Harlow, England : , : Pearson Education, , [2016] |
| Descrizione fisica | 1 online resource (577 pages) : illustrations (some color), tables |
| Disciplina | 658.4012 |
| Collana | Always learning |
| Soggetto topico |
Organizational behavior
Strategic planning |
| ISBN |
1-292-12569-1
1-292-07877-4 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover -- Title Page -- Copyright Page -- Brief Contents -- Contents -- List of boxes -- List of tables -- Preface -- Chapter 1 Strategic management in perspective: a step in the professionalisation of management -- 1.1 Introduction -- 1.2 The origins of modern concepts of strategic management: the new role of leader -- 1.3 Ways of thinking: stable global structures and fluid local interactions -- 1.4 Outline of the book -- Further reading -- Questions to aid further reflection -- Chapter 2 Thinking about strategy and organisational change: the implicit assumptions distinguishing one theory from another -- 2.1 Introduction -- 2.2 The phenomena of interest: dynamic human organisations -- 2.3 Making sense of the phenomena: realism, relativism and idealism -- 2.4 Four questions to ask in comparing theories of organisational strategy and change -- Further reading -- Questions to aid further reflection -- Part 1 Systemic ways of thinking about strategy and organisational dynamics -- Chapter 3 The origins of systems thinking in the Age of Reason -- 3.1 Introduction -- 3.2 The Scientific Revolution and rational objectivity -- 3.3 The eighteenth-century German philosopher Immanuel Kant: natural systems and autonomous individuals -- 3.4 Systems thinking in the twentieth century: the notion of human systems -- 3.5 Thinking about organisations and their management: science and systems thinking -- 3.6 How systems thinking deals with the four questions -- 3.7 Summary -- Further reading -- Questions to aid further reflection -- Chapter 4 Thinking in terms of strategic choice: cybernetic systems, cognitivist and humanistic psychology -- 4.1 Introduction -- 4.2 Cybernetic systems: importing the engineer's idea of self-regulation and control into understanding human activity -- 4.3 Formulating and implementing long-term strategic plans.
4.4 Cognitivist and humanistic psychology: the rational and the emotional individual -- 4.5 Leadership and the role of groups -- 4.6 Key debates -- 4.7 How strategic choice theory deals with the four key questions -- 4.8 Summary -- Further reading -- Questions to aid further reflection -- Chapter 5 Thinking in terms of organisational learning and knowledge creation: systems dynamics, cognitivist, humanistic and constructivist psychology -- 5.1 Introduction -- 5.2 Systems dynamics: nonlinearity and positive feedback -- 5.3 Personal mastery and mental models: cognitivist psychology -- 5.4 Building a shared vision and team learning: humanistic psychology -- 5.5 The impact of vested interests on organisational learning -- 5.6 Knowledge management: cognitivist and constructivist psychology -- 5.7 Key debates -- 5.8 How learning organisation theory deals with the four key questions -- 5.9 Summary -- Further reading -- Questions to aid further reflection -- Chapter 6 Thinking in terms of organisational psychodynamics: open systems and psychoanalytic perspectives -- 6.1 Introduction -- 6.2 Open systems theory -- 6.3 Psychoanalysis and unconscious processes -- 6.4 Open systems and unconscious processes -- 6.5 Leaders and groups -- 6.6 How open systems/psychoanalytic perspectives deal with the four key questions -- 6.7 Summary -- Further reading -- Questions to aid further reflection -- Chapter 7 Thinking about strategy process from a systemic perspective: using a process to control a process -- 7.1 Introduction -- 7.2 Rational process and its critics: bounded rationality -- 7.3 Rational process and its critics: trial-and-error action -- 7.4 A contingency view of process -- 7.5 Institutions, routines and cognitive frames -- 7.6 Process and time -- 7.7 Strategy process: a review -- 7.8 The activity-based view. 7.9 The systemic way of thinking about process and practice -- 7.10 Summary -- Further reading -- Questions to aid further reflection -- Chapter 8 A review of systemic ways of thinking about strategy and organisational dynamics: key challenges for alternative ways of thinking -- 8.1 Introduction -- 8.2 The claim that there is a science of organisation and management -- 8.3 The polarisation of intention and emergence -- 8.4 The belief that organisations are systems in the world or in the mind -- 8.5 Conflict and diversity -- 8.6 Summary and key questions to be dealt with in Parts 2 and 3 of this book -- Further reading -- Questions to aid further reflection -- Chapter 9 Extending and challenging the dominant discourse on organisations: thinking about participation and practice -- 9.1 Introduction -- 9.2 Second-order systems thinking -- 9.3 Social constructionist approaches -- 9.4 Communities of practice -- 9.5 Practice and process schools -- 9.6 Critical management studies -- 9.7 Summary -- Further reading -- Questions to aid further reflection -- Part 2 The challenge of complexity to ways of thinking -- Chapter 10 The complexity sciences: the sciences of uncertainty -- 10.1 Introduction -- 10.2 Mathematical chaos theory -- 10.3 The theory of dissipative structures -- 10.4 Complex adaptive systems -- 10.5 Different interpretations of complexity -- 10.6 Summary -- Further reading -- Questions to aid further reflection -- Chapter 11 Systemic applications of complexity sciences to organisations: restating the dominant discourse -- 11.1 Introduction -- 11.2 Modelling industries as complex systems -- 11.3 Understanding organisations as complex systems -- 11.4 How systemic applications of complexity sciences deal with the four key questions -- 11.5 Summary -- Further reading -- Questions to aid further reflection. Part 3 Complex responsive processes as a way of thinking about strategy and organisational dynamics -- Chapter 12 Responsive processes thinking: the interplay of intentions -- 12.1 Introduction -- 12.2 Responsive processes thinking -- 12.3 Chaos, complexity and analogy -- 12.4 Time and responsive processes -- 12.5 The differences between systemic process, strong or endogenous process and responsive processes thinking -- 12.6 Summary -- Further reading -- Questions to aid further reflection -- Chapter 13 The emergence of organisational strategy in local communicative interaction: complex responsive processes of conversation -- 13.1 Introduction -- 13.2 Human communication and the conversation of gestures: the social act -- 13.3 Ordinary conversation in organisations -- 13.4 The dynamics of conversation -- 13.5 Leaders and the activities of strategising -- 13.6 Summary -- Further reading -- Questions to aid further reflection -- Chapter 14 The link between the local communicative interaction of strategising and the population-wide patterns of strategy -- 14.1 Introduction -- 14.2 Human communication and the conversation of gestures: processes of generalising and particularising -- 14.3 The relationship between local interaction and population-wide patterns -- 14.4 The roles of the most powerful -- 14.5 Summary -- Further reading -- Questions to aid further reflection -- Chapter 15 The emergence of organisational strategy in local communicative interaction: complex responsive processes of ideology and power relating -- 15.1 Introduction -- 15.2 Cult values -- 15.3 Desires, values and norms -- 15.4 Ethics and leadership -- 15.5 Power, ideology and the dynamics of inclusion-exclusion -- 15.6 Complex responsive processes perspectives on decision making -- 15.7 Summary -- Further reading -- Questions to aid further reflection. Chapter 16 Different modes of articulating patterns of interaction emerging across organisations: strategy narratives and strategy models -- 16.1 Introduction -- 16.2 The emergence of themes in the narrative patterning of ordinary, everyday conversation -- 16.3 Narrative patterning of experience and preoccupation in the game -- 16.4 Reflecting on experience: the role of narrative and storytelling -- 16.5 Reflecting on experience: the role of second-order abstracting -- 16.6 Reasoning, measuring, forecasting and modelling in strategic management -- 16.7 Summary -- Further reading -- Questions to aid further reflection -- Chapter 17 Complex responsive processes of strategising: acting locally on the basis of global goals, visions, expectations and intentions for the 'whole' organisation over the 'long-term future' -- 17.1 Introduction -- 17.2 Strategic choice theory as second-order abstraction -- 17.3 The learning organisation as second-order abstraction -- 17.4 Institutions and legitimate structures of authority -- 17.5 Strategy as identity narrative -- 17.6 Summary -- Further reading -- Questions to aid further reflection -- Chapter 18 Complex responsive processes: implications for thinking about organisational dynamics and strategy -- 18.1 Introduction -- 18.2 Key features of the complex responsive processes perspective -- 18.3 Refocusing attention on strategy and change -- 18.4 Refocusing attention on control and performance improvement -- 18.5 Implications for thinking about research -- 18.6 Rethinking the roles of leaders and managers -- 18.7 Summary -- Further reading -- Questions to aid further reflection -- References -- Index. |
| Record Nr. | UNINA-9910156500203321 |
|
Stacey Ralph D.
|
||
| Harlow, England : , : Pearson Education, , [2016] | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Tools and techniques of leadership and management : meeting the challenge of complexity / / Ralph Stacey
| Tools and techniques of leadership and management : meeting the challenge of complexity / / Ralph Stacey |
| Autore | Stacey Ralph D. |
| Pubbl/distr/stampa | New York, New York : , : Routledge, , 2012 |
| Descrizione fisica | 1 online resource (193 pages) |
| Disciplina | 658.4092 |
| Soggetto topico |
Leadership
Management Business & Economics Management Styles & Communication |
| ISBN |
1-280-87429-5
9786613715609 1-136-29680-8 1-136-29679-4 0-203-11589-9 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Title; Copyright; CONTENTS; Preface; 1 Introduction; The split between managers and leaders; Outline of the book; 2 The theory of complex responsive processes: understanding organizations as patterns of interaction between people; Introduction; Chaos and unpredictability; From the complexity sciences: local interactions and emergent global order; Interdependent individuals and the interplay of human intentions; The emergence of Facebook in the interplay of intentions; Conclusion
3 Understanding organizing activities as the game: implications for leadership and management tools and techniquesIntroduction; The nature of local interactions: communication; The nature of local interactions: power relations; The nature of local interactions: ideology and choices; Local interaction: the impact of the social background; Implications for leadership and management tools and techniques; Conclusion; 4 The leadership and management tools and techniques of instrumental rationality: rules and step-by-step procedures; Introduction; The management tools of instrumental rationality The nature of the tools and techniques of instrumental rationalityConclusion; 5 The limitations of the tools and techniques of instrumental rationality: incompatibility with expert performance; Introduction; Competence, perhaps, but not proficiency or expertise; Critique of the tools and techniques of instrumental rationality and responses to the critique; The tools and techniques of leadership: development programmes and models of leadership; Leadership models; Conclusion; 6 The leadership and management techniques of disciplinary power: surveillance and normalization; Introduction Disciplinary powerThe effects of disciplinary power in organizations; Thinking about leadership programmes; Conclusion; 7 Taking the techniques of disciplinary power to the extreme: domination and coercive persuasion; Introduction; Coercive persuasion; The techniques of coercive persuasion; Complex responsive processes of discipline; Taking the application of the techniques of disciplinary power to extremes: institutionalized bullying; Further thoughts on taking the application of discipline to extremes: 'Doublethink' and 'Newspeak'; Conclusion 8 Institutions and the techniques of leadership and management: habits, rules and routinesIntroduction; The nature of institutions; Institutional change; Power and institutions; The differences between the theory of complex responsive processes and the theories of institutions; Institutions and complex responsive processes: patterns of human interaction; Institutional techniques; Conclusion; 9 The leadership and management 'techniques' of practical judgment: reflexive inquiry, improvisation and political adroitness; Introduction; 'Technique' as a mode of inquiry: narrative and reflexivity Participation in conversation: group processes as 'techniques' of widening and deepening communication |
| Record Nr. | UNINA-9910779248303321 |
|
Stacey Ralph D.
|
||
| New York, New York : , : Routledge, , 2012 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Tools and techniques of leadership and management : meeting the challenge of complexity / / Ralph Stacey
| Tools and techniques of leadership and management : meeting the challenge of complexity / / Ralph Stacey |
| Autore | Stacey Ralph D. |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | New York, New York : , : Routledge, , 2012 |
| Descrizione fisica | 1 online resource (193 pages) |
| Disciplina | 658.4092 |
| Soggetto topico |
Leadership
Management Business & Economics Management Styles & Communication |
| ISBN |
1-280-87429-5
9786613715609 1-136-29680-8 1-136-29679-4 0-203-11589-9 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Title; Copyright; CONTENTS; Preface; 1 Introduction; The split between managers and leaders; Outline of the book; 2 The theory of complex responsive processes: understanding organizations as patterns of interaction between people; Introduction; Chaos and unpredictability; From the complexity sciences: local interactions and emergent global order; Interdependent individuals and the interplay of human intentions; The emergence of Facebook in the interplay of intentions; Conclusion
3 Understanding organizing activities as the game: implications for leadership and management tools and techniquesIntroduction; The nature of local interactions: communication; The nature of local interactions: power relations; The nature of local interactions: ideology and choices; Local interaction: the impact of the social background; Implications for leadership and management tools and techniques; Conclusion; 4 The leadership and management tools and techniques of instrumental rationality: rules and step-by-step procedures; Introduction; The management tools of instrumental rationality The nature of the tools and techniques of instrumental rationalityConclusion; 5 The limitations of the tools and techniques of instrumental rationality: incompatibility with expert performance; Introduction; Competence, perhaps, but not proficiency or expertise; Critique of the tools and techniques of instrumental rationality and responses to the critique; The tools and techniques of leadership: development programmes and models of leadership; Leadership models; Conclusion; 6 The leadership and management techniques of disciplinary power: surveillance and normalization; Introduction Disciplinary powerThe effects of disciplinary power in organizations; Thinking about leadership programmes; Conclusion; 7 Taking the techniques of disciplinary power to the extreme: domination and coercive persuasion; Introduction; Coercive persuasion; The techniques of coercive persuasion; Complex responsive processes of discipline; Taking the application of the techniques of disciplinary power to extremes: institutionalized bullying; Further thoughts on taking the application of discipline to extremes: 'Doublethink' and 'Newspeak'; Conclusion 8 Institutions and the techniques of leadership and management: habits, rules and routinesIntroduction; The nature of institutions; Institutional change; Power and institutions; The differences between the theory of complex responsive processes and the theories of institutions; Institutions and complex responsive processes: patterns of human interaction; Institutional techniques; Conclusion; 9 The leadership and management 'techniques' of practical judgment: reflexive inquiry, improvisation and political adroitness; Introduction; 'Technique' as a mode of inquiry: narrative and reflexivity Participation in conversation: group processes as 'techniques' of widening and deepening communication |
| Record Nr. | UNINA-9910825059603321 |
|
Stacey Ralph D.
|
||
| New York, New York : , : Routledge, , 2012 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||