Organizations
Cases, Issues, Concepts
2nd Edition
Published on 28. November 1994
Book
Paperback/Softback
272 pages
978-1-85396-280-6 (ISBN)
Description
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).
This book is the Course Reader for Managing in Organizations (T245).
Reviews / Votes
'An excellent introduction to management' - The British Journal of Administrative Management'At a low price this book is an extremely good buy for those who do not need a deep understanding of the complex theories that underpin the topic areas but do require guidance and a 'helping hand' pointer type of book. If you are one of those, then look no further' - Disaster Prevention and Management
More details
Series
Edition
2nd Revised edition
Language
English
Place of publication
London
United Kingdom
Target group
Professional and scholarly
Edition type
Revised edition
Weight
405 gr
ISBN-13
978-1-85396-280-6 (9781853962806)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Classification
Persons
Rob was born in Africa, schooled in Edinburgh, and a student at Oxford and the University of Pennsylvania's Wharton School. He has taught at the Open University for more than 25 years where he helped pioneer the use of Supported Open Learning for management development and has led several major curriculum development and design exercises. He was instrumental in setting up the Centre for Public Leadership and Social Enterprise, where he is based.
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.
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.
Content
Introduction
PART ONE: CASES
Changing Complex Information Systems - J Berridge
Medical Records at Anersley Hospital
Banks of the Wear - L A Walsh and R Armson
Information Systems Strategy - S Walnott
Royal Holdings Responds to Change
IDAF - J N T Martin
The Internation Defence and Aid Fund
Changes at Guy's Hospital - L A Walsh
PART TWO: ISSUES
The Meaning and the Satisfactions of Work - S Terkel
Working
Skilling and Deskilling - H H Rosenbrock
Engineers and the Work that People Do
Misunderstandings - C Eden, S Jones and D Sims
Understanding Problems and the Problem of Understanding
Equal 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 Technology
Planning 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 Isenberg
PART THREE: CONCEPTS
Interpersonal 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 March
Control - D S Pugh, D J Hickson and C R Hinings
Sir Geoffrey Vickers
Organizational Structure - J R Galbraith
Organization Design: An Information Processing View
Power in Organizations - R Paton
Powers Visible and Invisible
Leadership - 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-Solving
Interorganizational Relations - W W Powell
Neither Market nor Hierarchy: Network Forms of Organization
PART ONE: CASES
Changing Complex Information Systems - J Berridge
Medical Records at Anersley Hospital
Banks of the Wear - L A Walsh and R Armson
Information Systems Strategy - S Walnott
Royal Holdings Responds to Change
IDAF - J N T Martin
The Internation Defence and Aid Fund
Changes at Guy's Hospital - L A Walsh
PART TWO: ISSUES
The Meaning and the Satisfactions of Work - S Terkel
Working
Skilling and Deskilling - H H Rosenbrock
Engineers and the Work that People Do
Misunderstandings - C Eden, S Jones and D Sims
Understanding Problems and the Problem of Understanding
Equal 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 Technology
Planning 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 Isenberg
PART THREE: CONCEPTS
Interpersonal 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 March
Control - D S Pugh, D J Hickson and C R Hinings
Sir Geoffrey Vickers
Organizational Structure - J R Galbraith
Organization Design: An Information Processing View
Power in Organizations - R Paton
Powers Visible and Invisible
Leadership - 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-Solving
Interorganizational Relations - W W Powell
Neither Market nor Hierarchy: Network Forms of Organization