Atnaujinkite slapukų nuostatas

Strategic Management and Organisational Dynamics 7th edition [Minkštas viršelis]

4.27/5 (67 ratings by Goodreads)
,
  • Formatas: Paperback / softback, 576 pages, aukštis x plotis x storis: 245x190x30 mm, weight: 1090 g
  • Išleidimo metai: 25-Sep-2015
  • Leidėjas: Pearson Education Limited
  • ISBN-10: 129207874X
  • ISBN-13: 9781292078748
Kitos knygos pagal šią temą:
Strategic Management and Organisational Dynamics 7th editionDidesnis paveikslėlis
  • Formatas: Paperback / softback, 576 pages, aukštis x plotis x storis: 245x190x30 mm, weight: 1090 g
  • Išleidimo metai: 25-Sep-2015
  • Leidėjas: Pearson Education Limited
  • ISBN-10: 129207874X
  • ISBN-13: 9781292078748
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9781292078748.html
Raktažodžiai:

Strategic Management and Organisational Dynamics remains unique amongst strategic management textbooks by taking a refreshingly alternative look at the subject. Drawing on the sciences of complexity as well as a broad range of social scientific literature, Stacey and Mowles challenge the conceptual orthodoxy of planned strategy, focusing instead on emergence and the predictable unpredictability of organisational life.

 

Ideal for advanced undergraduate and postgraduate study, this critically detailed account deals with current issues, raising the challenge of complexity within practice and theory.  

 

New to this edition:

  • The literature from past editions is refreshed and updated.
  • More examples are given from contemporary organisational life and social life more generally.
  • The canon of thinkers who inform complex responsive processes of relating is broadened and deepened.
  • There is engagement with new developments in organisational theory such as process organisation studies and practice schools.
  • There are updated sections on rhetoric, paradox and recognition.
  • A focus on what strategic management might mean from the perspective of complex responsive processes.

Ralph Stacey is Professor of Management at the Business School, University of Hertfordshire. He is a supervisor on the innovative Doctor of Management programme at the University of Hertfordshire and the author of a number of books and papers on complexity and organisation.

 

Chris Mowles is Professor of Complexity and Management at the Business School, University of Hertfordshire. He is director of, and supervisor on, the innovative Doctor of Management programme at the University of Hertfordshire and the author of two books and a number of papers on complexity and organisation.

List of boxes
xiii
List of tables
xiv
Preface xv
1 Strategic management in perspective: a step in the professionalisation of management
2(26)
1.1 Introduction
2(4)
1.2 The origins of modern concepts of strategic management: the new role of leader
6(9)
1.3 Ways of thinking: stable global structures and fluid local interactions
15(6)
1.4 Outline of the book
21(7)
Further reading
26(1)
Questions to aid further reflection
26(2)
2 Thinking about strategy and organisational change: the implicit assumptions distinguishing one theory from another
28(20)
2.1 Introduction
28(1)
2.2 The phenomena of interest: dynamic human organisations
29(4)
2.3 Making sense of the phenomena: realism, relativism and idealism
33(6)
2.4 Four questions to ask in comparing theories of organisational strategy and change
39(9)
Further reading
41(1)
Questions to aid further reflection
41(7)
Part 1 Systemic ways of thinking about strategy and organisational dynamics
3 The origins of systems thinking in the Age of Reason
48(18)
3.1 Introduction
49(2)
3.2 The Scientific Revolution and rational objectivity
51(1)
3.3 The eighteenth-century German philosopher Immanuel Kant: natural systems and autonomous individuals
52(5)
3.4 Systems thinking in the twentieth century: the notion of human systems
57(2)
3.5 Thinking about organisations and their management: science and systems thinking
59(4)
3.6 How systems thinking deals with the four questions
63(1)
3.7 Summary
64(2)
Further reading
64(1)
Questions to aid further reflection
64(2)
4 Thinking in terms of strategic choice: cybernetic systems, cognitivist and humanistic psychology
66(34)
4.1 Introduction
67(1)
4.2 Cybernetic systems: importing the engineer's idea of self-regulation and control into understanding human activity
68(6)
4.3 Formulating and implementing long-term strategic plans
74(8)
4.4 Cognitivist and humanistic psychology: the rational and the emotional individual
82(4)
4.5 Leadership and the role of groups
86(1)
4.6 Key debates
87(4)
4.7 How strategic choice theory deals with the four key questions
91(5)
4.8 Summary
96(4)
Further reading
98(1)
Questions to aid further reflection
98(2)
5 Thinking in terms of organisational learning and knowledge creation: systems dynamics, cognitivist, humanistic and constructivist psychology
100(28)
5.1 Introduction
101(1)
5.2 Systems dynamics: nonlinearity and positive feedback
102(3)
5.3 Personal mastery and mental models: cognitivist psychology
105(6)
5.4 Building a shared vision and team learning: humanistic psychology
111(5)
5.5 The impact of vested interests on organisational learning
116(1)
5.6 Knowledge management: cognitivist and constructivist psychology
117(3)
5.7 Key debates
120(2)
5.8 How learning organisation theory deals with the four key questions
122(3)
5.9 Summary
125(3)
Further reading
126(1)
Questions to aid further reflection
126(2)
6 Thinking in terms of organisational psychodynamics: open systems and psychoanalytic perspectives
128(22)
6.1 Introduction
129(1)
6.2 Open systems theory
129(3)
6.3 Psychoanalysis and unconscious processes
132(5)
6.4 Open systems and unconscious processes
137(3)
6.5 Leaders and groups
140(3)
6.6 How open systems/psychoanalytic perspectives deal with the four key questions
143(4)
6.7 Summary
147(3)
Further reading
148(1)
Questions to aid further reflection
148(2)
7 Thinking about strategy process from a systemic perspective: using a process to control a process
150(26)
7.1 Introduction
151(1)
7.2 Rational process and its critics: bounded rationality
151(3)
7.3 Rational process and its critics: trial-and-error action
154(4)
7.4 A contingency view of process
158(1)
7.5 Institutions, routines and cognitive frames
159(2)
7.6 Process and time
161(2)
7.7 Strategy process: a review
163
7.8 The activity-based view 1
65(105)
7.9 The systemic way of thinking about process and practice
170(4)
7.10 Summary
174(2)
Further reading
174(1)
Questions to aid further reflection
175(1)
8 A review of systemic ways of thinking about strategy and organisational dynamics: key challenges for alternative ways of thinking
176(26)
8.1 Introduction
177(1)
8.2 The claim that there is a science of organisation and management
178(10)
8.3 The polarisation of intention and emergence
188(3)
8.4 The belief that organisations are systems in the world or in the mind
191(4)
8.5 Conflict and diversity
195(4)
8.6 Summary and key questions to be dealt with In Parts 2 and 3 of this book
199(3)
Further reading
200(1)
Questions to aid further reflection
200(2)
9 Extending and challenging the dominant discourse on organisations: thinking about participation and practice
202(36)
9.1 Introduction
203(2)
9.2 Second-order systems thinking
205(11)
9.3 Social constructionist approaches
216(4)
9.4 Communities of practice
220(3)
9.5 Practice and process schools
223(3)
9.6 Critical management studies
226(2)
9.7 Summary
228(10)
Further reading
228(1)
Questions to aid further reflection
229(9)
Part 2 The challenge of complexity to ways of thinking
10 The complexity sciences: the sciences of uncertainty
238(28)
10.1 Introduction
239(2)
10.2 Mathematical chaos theory
241(3)
10.3 The theory of dissipative structures
244(3)
10.4 Complex adaptive systems
247(10)
10.5 Different interpretations of complexity
257(6)
10.6 Summary
263(3)
Further reading
264(1)
Questions to aid further reflection
265(1)
11 Systemic applications of complexity sciences to organisations: restating the dominant discourse
266(36)
11.1 Introduction
266(1)
11.2 Modelling Industries as complex systems
267(9)
11.3 Understanding organisations as complex systems
276(13)
11.4 How systemic applications of complexity sciences deal with the four key questions
289(2)
11.5 Summary
291(11)
Further reading
292(1)
Questions to aid further reflection
292(10)
Part 3 Complex responsive processes as a way of thinking about strategy and organisational dynamics
12 Responsive processes thinking: the interplay of intentions
302(36)
12.1 Introduction
303(2)
12.2 Responsive processes thinking
305(12)
12.3 Chaos, complexity and analogy
317(9)
12.4 Time and responsive processes
326(1)
12.5 The differences between systemic process, strong or endogenous process and responsive processes thinking
327(8)
12.6 Summary
335(3)
Further reading
336(1)
Questions to aid further reflection
336(2)
13 The emergence of organisational strategy in local communicative interaction: complex responsive processes of conversation
338(24)
13.1 Introduction
340(1)
13.2 Human communication and the conversation of gestures: the social act
341(7)
13.3 Ordinary conversation in organisations
348(7)
13.4 The dynamics of conversation
355(3)
13.5 Leaders and the activities of strategising
358(1)
13.6 Summary
359(3)
Further reading
359
Questions to aid further reflection
350(12)
14 The link between the local communicative interaction of strategising and the population-wide patterns of strategy
362(26)
14.1 Introduction
363(3)
14.2 Human communication and the conversation of gestures: processes of generalising and particularising
366(10)
14.3 The relationship between local Interaction and population-wide patterns
376(8)
14.4 The roles of the most powerful
384(2)
14.5 Summary
386(2)
Further reading
387(1)
Questions to aid further reflection
387(1)
15 The emergence of organisational strategy in local communicative interaction: complex responsive processes of ideology and power relating
388(28)
15.1 Introduction
389(1)
15.2 Cult values
390(3)
15.3 Desires, values and norms
393(6)
15.4 Ethics and leadership
399(3)
15.5 Power, ideology and the dynamics of inclusion-exclusion
402(9)
15.6 Complex responsive processes perspectives on decision making
411(2)
15.7 Summary
413(3)
Further reading
413(1)
Questions to aid further reflection
414(2)
16 Different modes of articulating patterns of interaction emerging across organisations: strategy narratives and strategy models
416(40)
16.1 Introduction
417(4)
16.2 The emergence of themes in the narrative patterning of ordinary, everyday conversation
421(9)
16.3 Narrative patterning of experience and preoccupation in the game
430(4)
16.4 Reflecting on experience: the role of narrative and storytelling
434(2)
16.5 Reflecting on experience: the role of second-order abstracting
436(6)
16.6 Reasoning, measuring, forecasting and modelling in strategic management
442(11)
16.7 Summary
453(3)
Further reading
453(1)
Questions to aid further reflection
454(2)
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'
456(30)
17.1 Introduction
457(2)
17.2 Strategic choice theory as second-order abstraction
459(17)
17.3 The learning organisation as second-order abstraction
476(3)
17.4 Institutions and legitimate structures of authority
479(4)
17.5 Strategy as identity narrative
483(1)
17.6 Summary
484(2)
Further reading
485(1)
Questions to aid further reflection
485(1)
18 Complex responsive processes: implications for thinking about organisational dynamics and strategy
486(33)
18.1 Introduction
486(1)
18.2 Key features of the complex responsive processes perspective
487(10)
18.3 Refocusing attention on strategy and change
497(8)
18.4 Refocusing attention on control and performance improvement
505(2)
18.5 Implications for thinking about research
507(6)
18.6 Rethinking the roles of leaders and managers
513(3)
18.7 Summary
516(3)
Further reading
517(1)
Questions to aid further reflection
518(1)
References 519(26)
Index 545
Ralph Stacey is Professor of Management at the Business School, University of Hertfordshire. He is a supervisor on the innovative Doctor of Management programme at the University of Hertfordshire and the author of a number of books and papers on complexity and organisation.

 

Chris Mowles is Professor of Complexity and Management at the Business School, University of Hertfordshire. He is director of, and supervisor on, the innovative Doctor of Management programme at the University of Hertfordshire and the author of two books and a number of papers on complexity and organisation.