Managing As Designing
Published on 28. July 2004
Book
Hardback
312 pages
978-0-8047-4674-8 (ISBN)
Description
Managing as Designing explores "the design attitude," a new focus for analysis and decision making for managers that draws on examples of decision making and leadership in architecture, art, and design. Based on a series of conference papers given at the opening of the Peter B. Lewis Building (designed by Frank Gehry) at the Weatherhead School of Management, Case Western Reserve University, the book includes keynote speeches from Frank Gehry and Karl Weick.
The premise of this book is that managers should act not only as decision makers, but also as designers. Though decision and design are inextricably linked in management action, managers and scholars have too long emphasized the decision face of management over the design face. In a series of essays from a multitude of disciplines, the authors develop a theory of the design attitude in contrast to the more traditionally accepted and practiced decision attitude.
The book will appeal primarily to scholars of management theory and organization strategy and managers, with many contributions from a variety of academic backgrounds including architecture, sociology, design, history, choreography, strategy, economics, music, and accounting. There is a potential for strong crossover appeal to these groups, especially to those people and groups interested in design and product development.
The premise of this book is that managers should act not only as decision makers, but also as designers. Though decision and design are inextricably linked in management action, managers and scholars have too long emphasized the decision face of management over the design face. In a series of essays from a multitude of disciplines, the authors develop a theory of the design attitude in contrast to the more traditionally accepted and practiced decision attitude.
The book will appeal primarily to scholars of management theory and organization strategy and managers, with many contributions from a variety of academic backgrounds including architecture, sociology, design, history, choreography, strategy, economics, music, and accounting. There is a potential for strong crossover appeal to these groups, especially to those people and groups interested in design and product development.
Reviews / Votes
"Boland and Collopy have produced a thought-provoking book that will most surely challenge a reader's views of management and of organization design. They portray management not as a science of rational decision making within a known and stable world but, instead, as an art of generating visions and pathways for reaching these visions within an uncertain and dynamic world. This fresh glimpse of the managerial role provokes a series of fleeting but revealing insights regarding the truly exceptional leader."-Robert Zmud, Michael F. Price College of Business, University of OklahomaMore details
Edition
New edition
Language
English
Place of publication
Palo Alto
United States
Publishing group
Stanford University Press
Target group
Professional and scholarly
Edition type
New edition
Product notice
Cloth
Illustrations
5 tables, 11 figures, 20 illustrations
Dimensions
Height: 239 mm
Width: 165 mm
Thickness: 22 mm
Weight
544 gr
ISBN-13
978-0-8047-4674-8 (9780804746748)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Richard J. Boland | Fred Collopy
Managing As Designing
E-Book
07/2004
Stanford Business Books,US
€149.99
Available for download
Persons
Richard J. Boland, Jr is Professor of Information Systems and Professor of Accountancy at the Weatherhead School of Management, Case Western Reserve University. Fred Collopy is Professor and Chair of the Department of Information Systems at the Weatherhead School of Management, Case Western Reserve University.
Content
Table of Contents for Managing as Designing Acknowledgments Preface Part One.A Managing and Designing 1. Design Matters for Management, by Richard J. Boland Jr. and Fred Collopy 2. Reflections on Designing and Architectural Practice, by Frank O. Gehry 3. Rethinking Organizational Design, by Karl E. Weick 4. Management and Design: Interaction Pathways in Organizational Life, by Richard Buchanan Part Two.A Foundations of Managing as Designing 5. Evolving Spatial Intelligence Tools, From Architectural Poetics to Management Methods, by Alexander Tzonis 6. Designing for Thrownness, by Karl E. Weick 7. People Mutht Be Amuthed, by John Leslie King 8. In Praise of Symbolic Poverty, by Nicholas Cook 9. Managing and Designing: Attending to Reflexiveness and Enactment, by Wanda J. Orlikowski 10. Managing as Argumentative History-Making, by YrjA EngestrA m 11. Managing as the Designing of an Action Net, by Barbara Czarniawska 12. Design in the Punctuation of Management Action, by Richard J. Boland Jr. 13. Managing Design, Designing Management, by Mariann Jelinek 14. Webs Rather than Kevlar: Designing Organizational Systems, by Hilary Bradbury with Sue Simington, Sara Metcalf, Anita Burke, Catherine Grey, Darcy Winslow, Sarah Severn, Chris Page, Denise Kalule, Catherine Bragdon, Sara Schley, Catherine Greener, Sheena Bougham, and Joyce LaValle 15. Groundlessness, Compassion, and Ethics in Management and Design, by Joseph A. Guguen 16. The Friction of Our Surroundings, by Miriam R. Levin 17. Management and Design: A Historical Reflection on Possible Future Relations, by Keith Hoskin Part Three.A Learning From Design Practice 18. "Open Planning": Reflection on Methods and Innovative Work Practices in Architecture, by Ina Wagner 19. "I Think with My Hands": On Balancing the Analytical and Intuitive in Designing, by Fred Collopy 20. Decentering the Manager/Designer, by Lucy Suchman 21. From Tangibles to Toolkits and Chaos to Convection: Management and Innovation at Leading Design Organizations and Idea Labs, by Joseph A. Paradiso 22. (Re)design in Management, by Julia Grant 23. Drivers Versus Designers as an Organization's Building Philosophy, by Po Chung 24. Managing Change, by Design, by Peter Coughlan and Ilya Prokopoff 25. Design Thinking: The Role of Hypotheses Generation and Testing, by Jeanne Liedtka 26. The Role of Constraints, by Betty Vandenbosch and Kevin Gallagher 27. On the Design of Creative Collaboration, by Paul Kaiser 28. Designing the Australian Tax System, by Alan Preston 29. Persuasive Artifacts, by Sten JA nsson 30. Designing of What?A What Is the Design Stuff Made Of?, by Kalle Lyytinen Part Four.A Envisioning the Future 31. The Less, the Better, Perhaps: Learning from Music Language, by Youngjin Yoo 32. Purposes in Lieu of Goals, Enterprises in Lieu of Things, by Jurgen Faust 33. Designing Learning, by Paul Eickmann, Alice Kolb, and David Kolb 34. The Managing as Designing Project Calls for a Redesign of the Research Setting!, by Niels Dechow 35. Design and Designability, by Rikard Stankiewicz 36. Public Policy as a Form of Design, by Bo Carlsson 37. Toward a Design Vocabulary for Management, by Richard J. Boland Jr. and Fred Collopy Contributors Index