The focus if this book has two dimensions: theoretical and empirical. The theoretical dimension is concerned with the fitness of an organization to satisfactorily address processes of transformational change. Such fitness, it will be argued, can be expressed in terms of the coherence (degree of integration) and pathology (condition of ill health) of the organization being explored. In attempting to assess organizational fitness, a model that comes out of the field of Knowledge Cybernetics will be used and developed further as a strategic organizational map, and applied empirically. The empirical dimension centers on the specific situation of the banking industry in China as it is passing through transformational change. There is a great need for organizations there to guide their own changes in a way that enables them to improve themselves in a changing environment. A methodology that can assist organizations in the change process is Organization Development, an approach often used within a human resource development context, but it has some problems with dealing with such dramatic change. In this theory a new approach will be explored and developed to assess the fitness of an organization to pass through transformational change processes. The direction taken has enabled the theoretical approach adopted to be defined, and the design of the empirical work to emerge from reflections on the initial work undertaken. In particular our interests in this book are to (1) explain theory that is able to assess the fitness of organizations to pass through transformational change and (2) demonstrate how the theory can be applied as a measuring instrument to a detailed case study, exploring the Chinese State banking system.
The book is designed for academics and graduate students in organization theory, social theory, cybernetics, cross-cultural theory and systems theory. It examines social collectives and organisation culture, presenting a theoretical framework capable of improving our understanding and anticipation of its patterns of behaviour.
This book explains psychological, sociopolitical and organisational change in multidisciplinary settings. It shows how advanced techniques of contextual analysis can be applied to complex situations and offers a new cybernetic agency paradigm based on living systems theory. It models, diagnoses, and analyses complex, realworld situations to anticipate patterns of behaviour.
A surprising call to action from a key business and environmental player at the dawn of the millenium. From the Report to the Shareholders, Earth Inc., dated January 1, 2030 that begins Where on Earth Are We Going?: world hunger, ecological and environmental disaster, global warming, massive shifts in weather systems, the re-emergence of diseases long thought controlled, and political turmoil in a world where a barrel of water is more expensive than a barrel of oil. Hard-headed, practical, impassioned, this is a call to action by a key business and environmental leader at the end of the twentieth century that cannot be ignored. To explain how he came by his beliefs, Maurice Strong chronicles his poverty-stricken beginnings as a child in the prairies during the Depression to his appointment as President of Power Corporation at 29, his appointment as Undersecretary of the United Nations at 40, and on the domestic front, as Chairman of Ontario Hydro.
The book is designed for academics and graduate students in organization theory, social theory, cybernetics, cross-cultural theory and systems theory. It examines social collectives and organisation culture, presenting a theoretical framework capable of improving our understanding and anticipation of its patterns of behaviour.
This book explains psychological, sociopolitical and organisational change in multidisciplinary settings. It shows how advanced techniques of contextual analysis can be applied to complex situations and offers a new cybernetic agency paradigm based on living systems theory. It models, diagnoses, and analyses complex, realworld situations to anticipate patterns of behaviour.
Managing the Complex is an ambitious title - and it would be an audacious one if we were not to begin with a frank admission: to date few to none of us have a skill set which includes managing the complex. We try various things, we write about others, and we wonder about still others. When a tool, perspective, or technique comes along which seems to evoke success, we emulate it probe it and recoil at the all too often admission that it was situation and context which afforded success its opportunity, and not some quality intrinsic to the tool perspective or technique. Indeed, if the study of complexity has done anything for managers, and for those who espouse managerial theory, it is in providing a ‘scientific foundation’ for the notion that context matters. Those who preach abstract ideas have then to reconcile themselves to the notion that situation and embodiment matters. Those who believe in strong causality and determinism are left to wrestle with the role of chance, uncertainty, and chaos. Those who prefer to argue that men move history are confronted with the role of environment and affordances, while those who argue the reverse are left to contend with charisma, irrationality of crowds, and the strange qualities we know as emotions. A series on complex systems has less ambitious goals to contend with than this. Such a series can deal with classifications, and categories, and speak of ‘noise’ as if it were not the central focus of the problem. Managing the complex is about managing ‘noise’ or perhaps we should say it is about ‘dealing with’ ‘accepting’ ‘making room for’ and ‘learning from’ ‘noise’. The articles in this volume and in volumes to come will each be considered as ‘noise’ by some and as ‘gems’ by others, but we hope that practicing managers and academics alike will find plenty of fuel to drive their personal explorations into understanding, and perhaps even managing, the complex.
The focus if this book has two dimensions: theoretical and empirical. The theoretical dimension is concerned with the fitness of an organization to satisfactorily address processes of transformational change. Such fitness, it will be argued, can be expressed in terms of the coherence (degree of integration) and pathology (condition of ill health) of the organization being explored. In attempting to assess organizational fitness, a model that comes out of the field of Knowledge Cybernetics will be used and developed further as a strategic organizational map, and applied empirically. The empirical dimension centers on the specific situation of the banking industry in China as it is passing through transformational change. There is a great need for organizations there to guide their own changes in a way that enables them to improve themselves in a changing environment. A methodology that can assist organizations in the change process is Organization Development, an approach often used within a human resource development context, but it has some problems with dealing with such dramatic change. In this theory a new approach will be explored and developed to assess the fitness of an organization to pass through transformational change processes. The direction taken has enabled the theoretical approach adopted to be defined, and the design of the empirical work to emerge from reflections on the initial work undertaken. In particular our interests in this book are to (1) explain theory that is able to assess the fitness of organizations to pass through transformational change and (2) demonstrate how the theory can be applied as a measuring instrument to a detailed case study, exploring the Chinese State banking system.
This will help us customize your experience to showcase the most relevant content to your age group
Please select from below
Login
Not registered?
Sign up
Already registered?
Success – Your message will goes here
We'd love to hear from you!
Thank you for visiting our website. Would you like to provide feedback on how we could improve your experience?
This site does not use any third party cookies with one exception — it uses cookies from Google to deliver its services and to analyze traffic.Learn More.