The Paradox of Control in Organizations: Complexity and Emergence in Organizations
Autor Philip Streatfielden Limba Engleză Paperback – 30 aug 2001
Adopting the perspective of complex responsive processes developed in the first two volumes of this series, the author takes self-organization and emergence as central themes in thinking about life in organizations. He focuses on the tension between spontaneously forming patterns of conversation and intentional actions arguing that the order of organizations emerges through a combination of collective interaction and individual intentions. The argument is developed by considering the day-to-day experiences of life in a large pharmaceutical organization, SmithKline Beecham.
In today's organization, managers find that they have to live with the paradox of being 'in control' and 'not in control' simultaneously. It is this capacity to live with paradox, and to continue to participate creatively in spite of 'not being in control', that constitutes effective management.
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Specificații
ISBN-13: 9780415250320
ISBN-10: 0415250323
Pagini: 176
Dimensiuni: 156 x 234 x 19 mm
Greutate: 0.28 kg
Ediția:1
Editura: Taylor & Francis
Colecția Routledge
Seria Complexity and Emergence in Organizations
Locul publicării:Oxford, United Kingdom
ISBN-10: 0415250323
Pagini: 176
Dimensiuni: 156 x 234 x 19 mm
Greutate: 0.28 kg
Ediția:1
Editura: Taylor & Francis
Colecția Routledge
Seria Complexity and Emergence in Organizations
Locul publicării:Oxford, United Kingdom
Public țintă
Postgraduate and UndergraduateNotă biografică
Philip Streatfield is Supply Chain Director at Entertainment UK. Before taking up this position he was Global Logistic Director at SmithKline Beecham where he had responsibility for managing significant organizational change.
Recenzii
'Valuable insights from a practising manager who can reflect on his experience within a framework of academic rigour. A rare and remarkable study.' - Long Range Planning
Cuprins
1 Introduction 2 Controlling quality? 3 The emergence of new products: the story of SmithKline Beckman and its merger with Beecham 4 Managing in a post-merger situation 5 Making sense of the paradox of control in merger situations 6 Measuring performance is not quite as simple as it seems 7 Supply chain management is messier than one might expect 8 Are managers “in control”?
Descriere
Adopting the perspective of complex responsive processes Philip Streatfield reflects on his own experience as a manager to explore the question - who, or what is 'in control' in an organization.