You are previewing Organizational Management.
O'Reilly logo
Organizational Management

Book Description

Organizational Management provides practical examples of how to overcome mismanagement and disorganization, giving the reader alternative insights and perspectives and a way of building and developing responses.

Table of Contents

  1. Cover
  2. Dedication
  3. Title Page
  4. Contents
  5. About the editors and contributors
  6. Acknowledgements
  7. Introduction
  8. 01    Management and organization: The 21st-century global and international context
    1. Simon M Smith
    2. Introduction – traditions and normative stances
    3. Organizational ambidexterity: opening Pandora’s paradox
    4. Global talent management
    5. Concluding thoughts
  9. 02    Historical and contemporary contexts: The representation and character of ‘modern’ organizations
    1. Peter Stokes
    2. Introduction
    3. Modernism – a key shaping force of the contemporary world
    4. Positivism and its role in modern business
    5. Frame of reference and epistemology – contextualizing modernism and positivism
    6. The enduring legacy and impact of modernism and positivism
    7. Managerialism
    8. Modernism, fads and fashions in organizational life and literature
    9. Concluding thoughts
  10. 03    Using critical management approaches in managing people and organizations
    1. Peter Stokes
    2. Introduction
    3. Thinking about positivistic and modernistic views of management as mainstream
    4. Critical management studies
    5. Underpinning philosophies of CMS
    6. Some key ideas from postmodernism and poststructuralism for organization and management
    7. Examples of postmodernism and poststructuralism in action
    8. Concluding thoughts
  11. 04    Leadership and management: The challenge of performance
    1. Caroline Rowland
    2. Views on leadership and management
    3. Learning from history
    4. What managers do
    5. People and performance
    6. Managing for effectiveness and efficiency
    7. A suggested model for good practice: a mixture of measurement and management
    8. Leading performance now and in the future
    9. Concluding thoughts
  12. 05    Employee engagement through effective communications
    1. Terry Smith
    2. Introduction
    3. The meaning of employee engagement
    4. The internal market
    5. Corporate culture
    6. Internal marketing communications
    7. The influence of new communications media
    8. Concluding thoughts
  13. 06    Leadership and trust – how to build a trustworthy company: The importance of communication
    1. Martin Mathews and Katalin Illes
    2. Introduction
    3. Rethinking leadership myths
    4. What drives trust?
    5. Listening is key to effective management
    6. Repairing trust
    7. Building trust
    8. Concluding thoughts
  14. 07    Effective team-working in contemporary organizations
    1. Neil Moore
    2. Introduction
    3. Why groups?
    4. Formal and informal groups
    5. Team effectiveness
    6. Team development
    7. The challenges of team-working
    8. Concluding thoughts
  15. 08    Managing internet user behaviour within organizations: Inter- and intra-generational trends
    1. Jessica Lichy
    2. Introduction
    3. Talkin’ ’bout my generation
    4. Age difference in internet use: mind the gap
    5. Limitations of the GT approach
    6. How to distinguish the different generations in the workplace
    7. Implications
    8. Concluding thoughts
  16. 09    Arts pedagogy in management development
    1. Anne Pässilä and Allan Owens
    2. Introduction
    3. Some fundamental assumptions
    4. Introduction to arts in organizations
    5. A theory and practice of Mode 2b knowledge production
    6. Example 1: Manager learning community
    7. Example 2: Pre-text-based drama
    8. Concluding thoughts
  17. 10    Viewing leadership from a systemic perspective
    1. William Tate
    2. Introduction
    3. The metaphor of the fish tank and the fish
    4. Seeing challenges as system contexts for interventions
    5. Stuck systems
    6. System blindness and system sight
    7. Discomfort with systems thinking
    8. The rise of ‘wicked’ problems
    9. Challenging the traditional, individual-centric model
    10. Understanding where failure has systemic roots
    11. Complexity and risk avoidance
    12. Levels of systemic leadership thinking and practice
    13. Concluding thoughts
  18. 11    Leading and managing people through change and resistance to change
    1. Neil Moore
    2. Introduction
    3. Drivers of change
    4. Resistance to change
    5. Types of change
    6. Leading and managing change: challenges and issues
    7. Concluding thoughts
  19. Conclusion
  20. Index
  21. Copyright