This book highlights some of the issues and tensions that arise in real organizations. The selected readings cover large and small organizations, and deal with concepts ranging from interpersonal to multiorganizational levels of analysis. Issues are generalizations of particular problem areas that Concepts will allow students to identify in their own experience. Cases illustrate particular issues and applications of the concepts.
This book is the Course Reader for Managing in Organizations (T245).
|Series:||Published in association with The Open University Series|
|Edition description:||Second Edition|
|Product dimensions:||6.00(w) x 1.25(h) x 9.00(d)|
About the Author
Starting with studies of worker co-operatives in the 1970s, he has had a long-standing interest in how value-based organisations can sustain their social commitments and still ensure effective, enterprising forms of management and organisation. His research on performance measurement and improvement methods in public and non-profit contexts led to the popular Managing and Measuring Social Enterprise (Sage, 2003). Currently, he is working with nine chief executives in a study (funded by Zurich Financial Services Charitable Trust and NCVO's Leadership Centre) of the 'inner world' of leaders in public and non-profit settings.
For many years he has also pursued an interest in management learning, publishing articles, leading research projects, and working with the Higher Education Academy Subject Centre for Business, Management and Accountancy to encourage new approaches to teaching and learning. Recent publications include a co-edited volume on Corporate Universities.
He has consulted to, and taught in, a range of public and non-profit organisations, and chaired the Trustees of the Scott Bader Commonwealth (a small multi-national chemical company of Quaker origins that has an international reputation for employee involvement and corporate social responsibility). He has served as Secretary of the Association of Researchers on Non-profit Organization and Voluntary Action (ARNOVA), the leading international body in this field, and is a member of the Advisory Council for the University Network for Social Entrepreneurship.
Table of ContentsIntroductionPART ONE: CASESChanging Complex Information Systems - J Berridge Medical Records at Anersley HospitalBanks of the Wear - L A Walsh and R Armson Information Systems Strategy - S Walnott Royal Holdings Responds to ChangeIDAF - J N T Martin The Internation Defence and Aid FundChanges at Guy’s Hospital - L A WalshPART TWO: ISSUESThe Meaning and the Satisfactions of Work - S Terkel WorkingSkilling and Deskilling - H H Rosenbrock Engineers and the Work that People DoMisunderstandings - C Eden, S Jones and D Sims Understanding Problems and the Problem of UnderstandingEqual 0pportunities - R Richard Ritti (A) But Some Are More Equal than Others(B) Cat in the Hat - R Richard Ritti Managing Technological Change - K D Eason The Process of Introducing Information TechnologyPlanning and Strategy - D E Hussey (A) The Challenge of Corporate Planning(B) Forecasting and Planning - R M Hogarth and S Makridakis An Evaluation(C) The Tactics of Strategic Opportunism - D J IsenbergPART THREE: CONCEPTSInterpersonal Psychology - J Martin Personality Dynamics and Transactional Analysis (TA)Goals and Decision-Making - C Perrow (A) The Analysis of Goals in Complex Organizations(B) Lindblom on Policy Making - A O Hirschman and C E Lindblom (C) Theories of Choice and Making Decisions - J G MarchControl - D S Pugh, D J Hickson and C R Hinings Sir Geoffrey VickersOrganizational Structure - J R Galbraith Organization Design: An Information Processing ViewPower in Organizations - R Paton Powers Visible and InvisibleLeadership - G Morgan (A) Harold Geneen at ITT(B) The American Insurance Company(C) Tao Te Ching - Lao Tzu (translated R L Wing) The Way of Subtle Influence(D) The Language of Leadership - C B Handy (E) Leadership Roles Starhawk; Organizational Learning - G Morgan Can Organizations Learn to Learn?Organizational Culture - P Bate The Impact of Organizational Culture on Approaches to Organizational Problem-SolvingInterorganizational Relations - W W Powell Neither Market nor Hierarchy: Network Forms of Organization