Effective management in practice: analytical insights & critical questions
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Los Angeles, Calif. [u.a.]
Sage
2013
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| Ausgabe: | 1. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XV, 232 S. graph. Darst. |
| ISBN: | 9781446272602 9781446272619 |
Internformat
MARC
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Datensatz im Suchindex
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|---|---|
| adam_text | Titel: Effective management in practice
Autor: Wensley, Robin
Jahr: 2013
Contents
Preface xiv
About the Author xvi
INTRODUCTION 1
The Four Starting Issues 1
Issues of Audience and Translation 2
Coping with Multiple Truths and Some Untruths 3
Impact and Horse Kicks 4
On the Shoulders of Others 6
The Four Strands 6
The Importance of Questions 6
Being Critical 8
Learning from Military Practice 8
Insights from Research 9
The Chapter Sequence 9
CHAPTER 1 EXTENDING ANALYSIS IN EFFECTIVE
MANAGEMENT 15
The Legacy of the Sixties 15
Extended Analysis: Both Analysis and Synthesis 17
Meta-Analysis and Systematic Review 17
Beyond Naive Realism 20
The Relationship between Analysis and Process 21
The Interrogative Mood 23
Issues of Representation 24
Lists and Columns 24
The Two-by-Two Box 25
Introducing Time and Movement 29
Choices, Decisions and Action 31
Rationality in Practice: Simplification Approaches 33
Conclusion: Coping with Complex Rationality 35
CHAPTER 2 NEVER STOP LEARNING
36
Some Basic Ideas 36
Surprises, Conjectures and Refutations 36
Double-Loop Learning 38
Boxes, Boundaries and Questions 40
The Reflective Practitioner 40
Sources of Learning beyond One s Own Practice 41
What about Organisational Learning ? 44
Using Internal Data in a Systematic and Challenging Manner 48
Conclusion: Reprise on the Reflective Practitioner 50
CHAPTER 3 EVIDENCE AND ENGAGEMENT 52
Evidence-Based Management 52
Risk, Uncertainty and Profit 53
Risk and Uncertainty 54
The Wisdom of Crowds (Sometimes) 55
Isomorphism and Lemmings 56
Unexpected Events and Isolating Mechanisms 57
Dialectic, Rhetoric and Consensus 58
Formalising the Dialectic Approach 59
The Nature of Consensus 59
Traditions for Sustainable Transformation 60
Engagement and Management: Scientific Knowledge and
Folk Wisdom 61
Street Mathematics and the Issue of Wider Context 61
Folk Wisdom and Common Sense 63
The Nature of Academic Practice: Statistical Analysis
and Evidential Claims 64
Learning from the Clinical Medical Experience of Evidence-Based
Practice 66
From Medical to Social Science 68
Return to Managerial Relevance and the Issue of Timeliness 69
Conclusion: Getting the Best out of Engagement 70
CHAPTER 4 TOOLS FOR THINKING 72
Introduction: Comparing Perspectives in 1975 and 2009
Complexity and Chaos
72
74
The Structure of Systems: The Ubiquitous Tree 75
Cluster Analysis Trees 77
Analytical Hierarchy Process (AHP) 78
Decision Trees 79
Influence Diagram 83
Open and Closed Systems 84
Growth 85
Feedback 87
Modularisation and Loose-Tight Linkages 88
Dynamic Systems and Emergence 89
Networks 90
Basic Game Theory 92
Principles: Normal Form Games 93
Multi-Period and Multi-Player Games 94
Simulation 94
Insights from Simple Experimental Games 96
Prisoner s Dilemma 97
Win-Win? 98
Ultimatum Game 99
Penalty Game 100
Conclusion: Bounded but not Restricted 103
CHAPTER 5 MAKING SENSE OF THE NUMBERS 105
Concentration and Dispersion of Variables 105
The Problems of Averages 105
Forms of Representation: Frequency Plots and Box Diagrams 107
Frequency Plots: Normal and Fat-Tail Distributions 107
Box Plots 109
Advantages of Box Plots 110
Understanding Outliers 111
Significance, Correlation and Causality: What s Significance
Got to Do with It? 113
Type I and Type II Errors 116
Type III Error: Answering the Wrong Question 118
Type IV Error: Asking the Wrong Question 119
The Rule of 10 Per Cent 119
Mediators and Moderators 121
Time Series Datasets: Lead and Lag Structures 126
Casual Causality 127
Conclusion: Half a Statistical Loaf may Be Better
than the Whole
129
CHAPTER 6 RETURNING TO PRACTICAL WISDOM: THE
FRAMEWORKS FOR ANALYSIS 131
Practical Wisdom: Reasoned Analysis and Deliberate Action 131
Watching Out for Boxes, Linear Diagrams and Other
Simplifying Tools 133
The Dimensionality of the Problem Space 134
The Orthogonality of the Categorising Variables or Factors 135
Revisiting the Two-by-Two Box 136
Introducing Dynamics into a Static Representation 138
Dr Who and the Time Dimension 140
Specific Representations and Implicit Assumptions 142
Contradictory Common Sense 142
Conclusion: Common and Uncommon Sense 144
CHAPTER 7 THE CENTRAL ROLE OF STORIES 145
Organisational Success and Failure: The Perils of Learning
from the Past 147
The Shell Study 149
The Success or Failure of Mergers 149
The Honda Case: Interpreting Success 151
Fads and Fashions 153
Revisiting the Onus of Proof Issue 156
When and How Does the Decision Get Made? 157
Insights from Stories 159
Numbers as Stories 160
The Narrative Approach 162
Conclusion: An Effective Role for Analysis
in Management Practice 164
CHAPTER 8 LINKING THE CLASSROOM
TO THE WORKPLACE 165
Learning from Case Studies 165
What Are Case Studies For? 167
Differences between Case Study Learners: Novices and Experts 169
The Challenge of Simulating and Learning from
Management Practice 170
Video Material 171
Experiential Exercises: Simulations and Projects 174
Conclusion: Learning through Questioning 176
CHAPTER 9 AN ONGOING DECISION PROCESS
OF QUESTIONING AND DISSONANCE 178
Thinking, Seeing and Doing 178
The Case for Slow Thinking and Procrastination 182
Thinking Fast, Thinking Slow 183
In Praise of Dissonance 185
Debates, Dialectics and Dissonance 187
Making Some Sense of Innovation 188
Questions and Answers: the Central Role of Interrogation 190
Prepare well 191
Promote a path of least effort 191
Be methodical 191
Be patient 191
CHAPTER 10 PUTTING THE MASTERS BACK INTO
MANAGEMENT EDUCATION AND DEVELOPMENT 193
Administration, Management and Leadership 194
Stress Testing the Analysis 196
Innovation as Hard Work: The 3M Post-it Story 197
Innovation and Entrepreneurship 199
Understanding Strategic Leadership 200
The Power of Small Leadership 201
Leaders and Followers 202
An Alternative View on Strategic Leadership 203
Useful Insights from Writings on Military Strategy 204
Good Management Research as a Means to Useful Insights 205
Mystery as Method 207
Getting Beyond the False Rhetoric 208
Postscript for Management Researchers 210
References 212
Index 225
|
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| isbn | 9781446272602 9781446272619 |
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| spelling | Wensley, Robin 1944- Verfasser (DE-588)170600211 aut Effective management in practice analytical insights & critical questions Robin Wensley 1. ed. Los Angeles, Calif. [u.a.] Sage 2013 XV, 232 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Management (DE-588)4037278-9 gnd rswk-swf Management (DE-588)4037278-9 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=026863418&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Wensley, Robin 1944- Effective management in practice analytical insights & critical questions Management (DE-588)4037278-9 gnd |
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| title | Effective management in practice analytical insights & critical questions |
| title_auth | Effective management in practice analytical insights & critical questions |
| title_exact_search | Effective management in practice analytical insights & critical questions |
| title_full | Effective management in practice analytical insights & critical questions Robin Wensley |
| title_fullStr | Effective management in practice analytical insights & critical questions Robin Wensley |
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| title_short | Effective management in practice |
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| title_sub | analytical insights & critical questions |
| topic | Management (DE-588)4037278-9 gnd |
| topic_facet | Management |
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