Making organisations work

Making organisations work

by T. Owen

Paperback(Softcover reprint of the original 1st ed. 1978)

$109.00
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Product Details

ISBN-13: 9789020707793
Publisher: Springer US
Publication date: 07/31/1978
Series: International Series on the Quality of Working Life , #7
Edition description: Softcover reprint of the original 1st ed. 1978
Pages: 184
Product dimensions: 5.98(w) x 9.02(h) x 0.01(d)

Table of Contents

1. The Management Energy Crisis.- How we use management energy.- 2. Industry in a Social Perspective.- The aims of Western society.- Living with uncertainty.- Intervention by society into industry.- Ignorance of industry in society.- Turbulence and uncertainty — and individual freedom as well!.- Managing in a democracy.- The location of power in industrial organisations.- The diffusion of power.- Fundamental changes in the management task..- 3. Sources of Energy within the Organisation..- The nature of complex organisations.- The manager at the interface and the sources of energy at his disposal.- Releasing the energy of the working group.- Boundary control.- Second thoughts about boundaries.- Boundaries may shield people from reality.- The work group as an ‘open system’ and the boundary as an infinitely permeable membrane.- 4. Using the Energy Sources.- Co-operation and sharing power.- Ways of avoiding anarchy.- Mutual hostility and mutual trust.- Creating an environment of mutual trust.- Sharing problems and the’ san Andreas Fault’ syndrome.- The pain barrier.- Crossing the pain barrier — or not.- 5. Creating Energy Networks.- False linking pins.- Improving linkages.- Using linkages to create a common framework of perception.- 6. Management Decision Making.- Conflict between the objectives of the organisation and the objectives of individuals within the organisation.- When people seek to avoid decisions.- Finding the right level for decisions to be made.- 7. The Nature of the Management Task and the Problems of Achieving IT.- Is a manager necessary?.- Managers in other cultures.- Conflict in a democratic society and its implication for the manager.- Identifying the maximum area of common purpose.- Letting reality in.- Helpful and unhelpful interventions.- Questions for the manager to put to the group he manages.- 8. Who’s on our Side?.- Evading the pressures of society.- The two different worlds of manager.- Bringing the two worlds closer together.- 9. Come Back Leadership, All is Forgiven!.- The manager as a leader.- Creating a framework of shared values.- Decisions of fact and decisions of stance.- 10. Management Energy — Conservation Plan.

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