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Using information theory the book defines quantitative measures for structure and textural information and relates them to thermodynamic negentropy. Other concepts like that of algorithmic information can be applied and used to define complexity and organization. Also defined are the physical value concepts, and how these relate to each other using ideas from ecology and economics; it thus formulates a physical theory which could serve as a basis for a dialogue between physicists, economists and ecologists.
Although most large police organizations perform the same tasks, there is tremendous variation in how individual organizations are structured. To account for this variation, author Edward R. Maguire develops a new theory that attributes the formal structures of large municipal police agencies to the contexts in which they are embedded. This theory finds that the relevant features of an organization's context are its size, age, technology, and environment. Using a database representing nearly four hundred of the nation's largest municipal police agencies, Maguire develops empirical measures of police organizations and their contexts and then uses these measures in a series of structural equation models designed to test the theory. Ultimately, police organizations are shown to be like other types of organizations in many ways but are also shown to be unique in a number of respects.
In the past decade, complexity-based thinking has exerted an increasing, yet somewhat controversial authority over management theory and practice. This has in some part been due to the influence of a number of high-profile articles and the not inconsiderable hype which has accompanied them. Another feature of the subject’s development has been the diversity of the origins of the thinking and the claims which have been made for it in terms of managerial and organizational implications. Complexity and Organization is the first text to bring this thinking together, presenting some of the most influential writing in the field, showing how the subject has developed and how it continues to influence managerial thinking. Seminal contributions to the field have been brought together in a single accessible volume, allowing readers to access what might otherwise appear a very diverse body of literature. Moreover, the editors, who represent some of the leading thinkers and writers in this field, have combined these readings with a unique commentary, indicating not only the importance of the papers but teasing out the subtle but significant differences and similarities between them. These commentaries take the form of a discussion between the editors, debating the contribution that each paper has made to the field and the influence it has had on management thinking.
An original view of interdisciplinary thinking and its applications is given in this book. It aims to help the reader develop a contextual way to understand and act in complex situations. The book is based on a G-type principle: heterogenetic, interactive and pattern-generating. Each chapter is not only interdisciplinary, but also contextual and relational. They correspond to each of the six ways of cultivating contextual understanding. Five of the chapters give concrete examples; three of them center on examples from business management. This is because business management has become a frontier of complexity requiring contextual thinking; it is useful epistemologically to those in the humanities, social and natural sciences. The sixth chapter theoretically summarizes all the concrete examples.
Abstract: A key focus of the 4th Edition is on organization outcomes and their effects on individuals, groups of individuals, communities, and society in general. The initial chapter of the book devoted to organizational outcomes provides a framework for examining the internal structure and function of organizations as well as the environments in which they operate. The author then discusses the nature and types of organizations from a variety of perspectives including a discussion of the ontological debate as to the true existence of organizations. Chapters 3 and 4 discuss the structure issues of complexity, formalization, centralization, context, and design. Chapters 5 through 8 address the processual components of organizational analysis, specifically, power, leadership and decision making, communications, and organizational change.
"At last there is a lucid, well-written OB book, which covers key issues required in OB teaching, but which has a mind of its own. Students and faculty will recognize this is more than standard fare." - Bill Cooke, Manchester Business School