Format:
1 online resource (xii, 251 pages)
Edition:
Second edition.
ISBN:
9780203863657
,
9781135188627
,
9781135188665
,
9781135188672
Content:
chapter 1 Contradiction: Experiencing the reality of uncertainty but still believing that executives choose an organization’s ‘direction’ -- chapter 2 How we came to believe that leaders and managers choose an organization’s direction: professional identifi cation with the sciences of certainty -- chapter 3 Complexity and the sciences of uncertainty: The importance of local interaction in the emergence of population-wide patterns of continuity and change -- chapter 4 Complexity and what writers on organizations do with it: Obscuring local interaction and mostly re-presenting the dominant discourse -- chapter 5 Understanding organizations as games we are pre-occupied in: fi nding ourselves immersed in local interaction and using abstract management tools at the same time -- chapter 6 Understanding organizations as social processes: The interplay of abstracting and immersing producing outcomes no one chooses -- chapter 7 Managers accomplish whatever they accomplish in processes of communication -- chapter 8 Turning the dominant management discourse on its head: organizational continuity and transformation emerging in local interaction rather than being chosen by managers -- chapter 9 Local and population-wide patterns of power relations and ideology: The dynamics of inclusion and exclusion in organizations -- chapter 10 Implications of a theory of complex responsive processes for policy making, consultancy, leadership, management, organizational research and management education.
Note:
Includes bibliographical references (pages [231]-241) and indexes
Additional Edition:
ISBN 9780415556460
Additional Edition:
ISBN 9780415556477
Additional Edition:
Erscheint auch als Druck-Ausgabe ISBN 9780415556460
Language:
English
DOI:
10.4324/9780203863657
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