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Textbook comprising a systems design approach to business organization and management - covers the evolution of the theoretics thereof, individual behaviour and motivation, occupational psychology, management information systems, computer-based decision making techniques, managerial planning, etc. Bibliography pp. 614 to 634, diagrams and references.
Organization and Management is an introduction to theories and contemporary practice in cross-border business management. The book reviews the practice of management where a home-market approach no longer achieves and sustains success in an increasingly competitive global environment. Readers will learn about the experiences of companies in many industries operating in countries such as Argentina, China, Britain, France, Germany, India, the Netherlands, Poland, and the United States. This book is designed for students taking introductory courses in organization, and international management. Through carefully developed case studies, exercises, and integrated text material, this book bridges theory and practice. The full colour layout of the book supports self-study, as well as group study and team work.
From businesses, public administrations, universities and schools, to hospitals, prisons, political parties, or the military, peoples’ lives are inextricably bound up with organizations from cradle to grave. Yet we receive little training in how - as members, customers, voters, or patients - to deal with them. In Organizations Stefan Kühl asks and answers many questions. What are these entities that wield such strong influence in our society? What makes them tick? What are our options for intervening, either from within or without? This book explains how organizations function by examining their three central features: their purposes or goals, their hierarchies, and their memberships. The author presents the three aspects of organizations - the display, formal, and informal aspects, explaining them in metaphorical terms as façades, machines, and games. Acknowledging that the seminal systems theory developed by sociologist Niklas Luhmann is not easily accessible, Professor Kühl presents Luhmann’s organizational concept in a succinct and user-friendly form that will be readily grasped by a practitioner audience and provides new insights in this ambitious theory.
Based on a broad range of case studies, Organization and Management Problem Solving is an insightful text designed to improve the application of organization theory and systems thinking in teaching and practice. This book illustrates the five key themes in the nature of organization and managementa'technical, structural, psychosocial, managerial, and culturala'through the analysis of measured incidents tested by students. A clear theoretical framework supports the case studies, allowing the text to have practical relevance to contemporary settings and to be recognized as a model for describing, analyzing, and responding to organization and management problems. The model integrates the thinking of many writers on organization and problem solving including Ackoff, Blake, and Mouton; Schein, Kast, and Rosenweign; and Mitroff and Lippitt. The approach eliminates causal conditions and emphasizes responsive problem solving. Theory is applied and expanded as needed to a broader social context, engaging the reader in a thorough understanding of the nature and development of organization theory and problem solving. This book is relevant to consultants, academics, and professional managers in a number of settings (academic, military, business organizations, and research institutes) and disciplines (including development and change, management, human resources, social psychology, communication, sociology, and psychology).
The Handbook will evaluate the ideas and influence of 25 major management theorists, examining their impact on the evolvement of management as a discipline. Chapters will review the contributions of these theorists in light of their contemporary context and each other, from the pioneers to post-war theorists and later business school theorists.
Dieses Buch entstand in Zusammenarbeit mit einigen der größten Konzerne, und zwar auf der Grundlage einer fünfjährigen Forschungsstudie, die vom Center for Quality Management finanziert wurde. Anhand von Beispielen aus 13 Organisationen - darunter Hewlett Packard, Eastman Chemical, Ritz Carlton und die U.S. Navy - demonstriert der Autor, wie diese Firmen ihr Ergebnis verbessert und nach einer drastischen Wende nachhaltige Rentabilität erreicht haben. Der Grund für diesen Erfolg liegt darin, daß sich die Unternehmen auf das Operations Management konzentriert haben sowie auf Planung und Durchführung von Veränderungen. Hier lernen Sie, mit welchen Verfahren und Techniken Sie Betriebsprozesse harmonisieren und integrieren können. (10/99)
Managing physical assets is a cooperative and cross-functional discipline that demands a solid governance structure, strong leadership, and well-coordinated policies and practices to meet organizational objectives and requirements in the context of their operations. Organizations struggle to balance cost, performance, and risk with regard to the management of physical assets. Traditional physical asset management systems tend to be silo-based in that they have been developed by a particular section or function for use only in that function. The effects of the isolated function-specific asset management systems are widespread and have significant implications, creating gaps and overlaps in business processes or impeding the decision-making processes. Organizations are investing lots of money and resources in building their physical asset management systems. However, for far too long the focus has been mostly on the tools and methodologies. These companies need to step up and undergo a paradigm shift focused towards creating a system of organization-wide physical asset management, and moving away from the silo approach. This transformational process will provide: an improvement in coordination and collaboration. the ability to manage physical assets across the organization. an alignment of all functional areas within an organization to reach common goals. This book will benefit practitioners and students enrolled in asset management programs, and help to change the way they understand and implement an effective physical asset management system to a more organization-wide, systems approach.
Can we design organizations in a way that creates a space where employees, the organization, and the larger community all thrive? And if so, where can we go for inspiration to help us achieve this goal? In a time of volatile and complex uncertainty, it is time to learn the lessons that nature has compiled from 3.8 billion years of research and development. Nature is an interdependent, dynamic and living system – just like today’s organizations and communities. Kathleen Allen uses nature as a model, mentor, and muse to rethink how leadership is practiced today. Leading from the Roots takes nature as a source of inspiration to help organizations see a new way of leading and designing workplace structure, applying the generous framework found in mature ecologies to human organizations. Kathleen Allen helps shift assumptions, practices, structures, and processes of organizations to become more resilient and nourishing for all, and, along the way, design the way out of workplace dysfunction and drama. “Leading from the Roots provides a powerful new way of thinking about organizations as living systems and delivers practical leadership frameworks for individuals to learn how to unleash the energy and create innovative, effective teams. -Anne Boneparte, CEO Appthority This book is a must read for organizational leaders who are not only committed to their mission, but equally to creating a workplace that attracts and retains the brightest and the best professionals fully enabled to meet that mission. -Caryl Stern, President & CEO UNICEF USA
"Organizing the text around this model provides a unique design for this textbook compared with other foodservice management texts. The material in each chapter provides detailed information on how managers can efficiently and effectively transform the human, material, facility, and operational inputs of the system into outputs of meals, customer satisfaction, employee satisfaction, and financial accountability"--
Balancing Acts offers consultants and managers a simple, powerful way to think about change, and ascribes a four-phase iterative process for implementing change. Reviewing change initiatives from different types of organizations, Balancing Acts confronts the problems and pitfalls head-on that often arise during workplace transitions. Conklin explains why organizational change can be so difficult, and shows that by balancing a set of competing psychological and systemic challenges, interveners will increase their chance of success. Conklin shows that human groups function as complex systems, and that a change initiative is not a linear progression toward a predefined result. Instead, change is an iterative process that involves a search for feasible and useful solutions. The book’s central argument is that while leading or supporting this search, consultants and leaders must balance four critical concerns: confrontation and compassion, participation and observation, assertion and inquiry, and planfulness and emergence.