Strategic management and organisational dynamics: the challenge of complexity
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Harlow, Essex [u.a.]
Financial Times Prentice Hall
2000
|
| Ausgabe: | 3. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVII, 457 S. graph. Darst. |
| ISBN: | 027364212X |
Internformat
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Datensatz im Suchindex
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|---|---|
| adam_text | //y Contents
/ ¦¦ / -
:¦/
List of Figures page x
List of Boxes xi
Preface xiii
1 The nature of strategy and organisational change 1
1.1 Introduction 1
1.2 The phenomenon of interest 2
1.3 Making sense of the phenomenon 7
1.4 Key features in comparing theories of organisational evolution 15
1.5 Outline of the book 17
Orthodox perspectives on strategy and organisational
dynamics 19
2 The foundations of strategic choice theory: cybernetic
systems and cognitivist psychology 21
2.1 Introduction 21
2.2 Cybernetic systems 22
2.3 Cognitivist psychology 34
2.4 Brief review: how cybernetics and cognitivism deal with four key
questions 37
2.5 Summary 38
vi CONTENTS
3 Strategic choice: formulating the strategy 40
3.1 Introduction 40
3.2 Long-term strategic plans 41
3.3 Acceptability of long-term strategic plans 44
3.4 Feasibility of long-term strategic plans 53
3.5 Suitability or fit: adapting to the environment 55
3.6 Summary 59
4 Strategic choice: designing the systems to deliver the
strategy 6i
4.1 Introduction 61
4.2 Designing structures to deliver the strategy 61
4.3 Designing systems of information and control to deliver the strategy 69
4.4 Installing and operating human resource systems 76
4.5 Culture-change programmes 77
4.6 Developing appropriate political behaviour 78
4.7 Installing strategic management styles 78
4.8 Summary 82
5 Strategic choice: taking account of uncertainty and
conflict 83
5.1 Introduction 83
5.2 Incremental and revolutionary change 84
5.3 The effects of uncertainty on decision-making modes 86
5.4 Models of decision making in conditions of certainty 90
5.5 Models of decision making in conditions of uncertainty 93
5.6 Models of control 97
5.7 Summary 98
6 Strategic choice: motivation, leadership, politics and
culture 101
6.1 Introduction 101
6.2 Attributes of excellence 101
6.3 Motivation 104
6.4 Leadership and the role of groups 110
6.5 Political activity 116
6.6 Managing organisation development and culture change 120
6.7 Summary 126
7 Review of strategic choice theory 129
7.1 Introduction 129
7.2 How strategic choice theory deals with four key questions 130
7.3 How strategic choice theory focuses attention 134
7.4 Evidence of success 136
7.5 Summary 139
viii CONTENTS
Towards radical perspectives on strategic management
and organisational dynamics 253
11 Chaos theory, dissipative structures and synergetics 255
11.1 Introduction 255
11.2 Chaos, dissipative structures and synergetics 255
11.3 Chaos theory 256
11.4 Radical potential 265
11.5 Comparisons with other systems theories 270
11.6 Summary 272
12 Complex adaptive systems 274
12.1 Introduction 274
12.2 Complex adaptive systems 276
12.3 Different interpretations of complexity 281
12.4 Insights into the dynamics of complex adaptive systems from
a radical perspective 290
12.5 Comparisons with other systems theories 295
12.6 Summary 297
13 How organisational theorists are using chaos and
complexity theory 301
13.1 Introduction 301
13.2 Modelling complex systems in organisations 304
13.3 Seeing organisations as complex systems 307
13.4 Complexity and knowledge creation 314
13.5 How the above applications of complexity theory deal with four
questions and focus attention 318
13.6 Chaos, complexity and analogy 321
13.7 Summary 324
14 Complexity: the problem with the notion of the
autonomous individual 327
14.1 Introduction 327
14.2 Interpreting complexity theory 328
14.3 The individual and the group 336
14.4 Towards a relationship psychology: how it compares with other
psychological theories 346
14.5 Summary 348
CONTENTS ix
15 Complexity: self-organising experience 351
15.1 Entroduction 351
15.2 The organisation of experience 351
15.3 The analysis of conversation 361
15.4 Summary 368
16 Understanding organisations as complex responsive
processes 371
16.1 Introduction 371
16.2 Organising themes, power relations and ideology 373
16.3 Legitimate and shadow themes 376
16.4 The importance of diversity 386
16.5 Summary 395
17 The implications of understanding organisations as
complex responsive processes 397
17.1 Introduction 397
17.2 How the theory of complex responsive processes answers four key
questions 397
17.3 Refocusing attention: strategy and change 405
17.4 Summary 413
Management narratives 415
1 Innovation in a water utility 415
by Jose Fonseca
2 The budget meeting 423
by Fhil Streatfield
3 Performance measurement 425
by Phil Streatfield
4 The transformation programme 431
byTimTeather
5 Consulting and culture change 436
by Patricia Shaw
6 Culture change at a factory 442
by Patricia Shaw
Index 449
CONTENTS vii
8 The foundations of learning organisation theory:
systems dynamics and cognitivism 141
8.1 Introduction 141
8.2 Systems dynamics: nonlinearity and positive feedback 141
8.3 Positive feedback in organisations 145
8.4 Systems thinking 155
8.5 How systems dynamics differs from cybernetics 165
8.6 Summary 166
9 The learning organisation 167
9.1 Introduction 167
9.2 Senge s conception of the learning organisation 167
9.3 Mental models: single-and double-loop learning 169
9.4 Covert political processes and their impact on organisational
learning 176
9.5 The impact of vested interests on organisational learning 183
9.6 The role of groups in the learning organisation 186
9.7 How learning organisation theory deals with four key questions
and focuses attention 191
9.8 Summary 195
10 Obstacles to strategic choice and organisational
learning: open systems and psychoanalytic
perspectives 197
10.1 Introduction 197
10.2 Open systems theory 197
10.3 Psychoanalysis and unconscious processes 202
10.4 Open systems and unconscious processes 214
10.5 Leaders and groups 216
10.6 How open systems/psychoanalytic perspectives deal with four
key questions and focus attention 220
10.7 Summary 225
Case studies 228
1 Enigma Chemicals 228
by Ralph Stacey
2 Apex Engineering Pic 233
by Christine Czyzewska
3 Managing creativity in the pharmaceutical industry 237
by Keith Randle
4 The cooperative alliance between the Bank of St Hellier of the UK
and Banco Real of Spain 242
by Dorothea Noble
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| isbn | 027364212X |
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| spelling | Stacey, Ralph D. Verfasser aut Strategic management and organisational dynamics the challenge of complexity Ralph D. Stacey 3. ed. Harlow, Essex [u.a.] Financial Times Prentice Hall 2000 XVII, 457 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Organisationswandel (DE-588)4075693-2 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Organisationsentwicklung (DE-588)4126887-8 gnd rswk-swf Strategisches Management (DE-588)4124261-0 s Organisationswandel (DE-588)4075693-2 s DE-604 Organisationsentwicklung (DE-588)4126887-8 s 1\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017420977&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Stacey, Ralph D. Strategic management and organisational dynamics the challenge of complexity Organisationswandel (DE-588)4075693-2 gnd Strategisches Management (DE-588)4124261-0 gnd Organisationsentwicklung (DE-588)4126887-8 gnd |
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| title | Strategic management and organisational dynamics the challenge of complexity |
| title_auth | Strategic management and organisational dynamics the challenge of complexity |
| title_exact_search | Strategic management and organisational dynamics the challenge of complexity |
| title_full | Strategic management and organisational dynamics the challenge of complexity Ralph D. Stacey |
| title_fullStr | Strategic management and organisational dynamics the challenge of complexity Ralph D. Stacey |
| title_full_unstemmed | Strategic management and organisational dynamics the challenge of complexity Ralph D. Stacey |
| title_short | Strategic management and organisational dynamics |
| title_sort | strategic management and organisational dynamics the challenge of complexity |
| title_sub | the challenge of complexity |
| topic | Organisationswandel (DE-588)4075693-2 gnd Strategisches Management (DE-588)4124261-0 gnd Organisationsentwicklung (DE-588)4126887-8 gnd |
| topic_facet | Organisationswandel Strategisches Management Organisationsentwicklung |
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