Spesso si cerca di spiegare come la continuità e il cambiamento nelle organizzazioni siano frutto della pianificazione e della strategia dei dirigenti. A seguito delle recenti crisi e del collasso del capitalismo finanziario diventa evidente che i dirigenti non sono in grado di prevedere o controllare tutto ciò che avverrà in futuro. L’autore sottolinea come la continuità organizzativa e il cambiamento emergano quindi imprevedibilmente, anziché come risultato di una pianificazione; in questo testo vuole fornire una nuova base per la comprensione dell’incertezza e della complessità delle organizzazioni come una serie di complessi processi reattivi. Si rivolge a coloro che si occupano a vario titolo di leadership, comportamento organizzativo, gestione del cambiamento e gestione delle politiche ordinarie nelle organizzazioni.STACEY, Ralph D.,
Complexity and organizational reality: uncertainty and the need to rethink management after the collapse of investment capitalism.
2nd ed. London; New York: Routledge, 2010
Gli argomenti del libro
Contradiction (experiencing the reality of uncertainty but still believing that executives choose an organization's “direction”); How we came to believe that leaders and managers choose an organization's direction; Complexity and the sciences of uncertainty; Complexity and what most writers on organizations do with it; Understanding organizations as games we are pre-occupied in; Understanding organizations as social processes; Managers accomplish whatever they accomplish in processes of communication; Turning the dominant management discourse on its head; Local and population-wide patterns of power relations and ideology; Implications of a theory of complex responsive processes for policy making, consultancy, leadership, management, organizational research and management development.
Complexity and organizational reality: uncertainty and the need to rethink management after the collapse of investment capitalism.
2nd ed. London; New York: Routledge, 2010
Gli argomenti del libro
Contradiction (experiencing the reality of uncertainty but still believing that executives choose an organization's “direction”); How we came to believe that leaders and managers choose an organization's direction; Complexity and the sciences of uncertainty; Complexity and what most writers on organizations do with it; Understanding organizations as games we are pre-occupied in; Understanding organizations as social processes; Managers accomplish whatever they accomplish in processes of communication; Turning the dominant management discourse on its head; Local and population-wide patterns of power relations and ideology; Implications of a theory of complex responsive processes for policy making, consultancy, leadership, management, organizational research and management development.
In biblioteca
alla collocazione: L 302.35 STA COM
