Managing Organizations: Current IssuesStewart R Clegg, Cynthia Hardy, Walter R Nord SAGE, 1999 M04 29 - 288 páginas In Managing Organizations Stewart Clegg, Cynthia Hardy and Walter Nord explore the major issues and debates in management and organization. The textbook addresses key topics such as leadership, decision-making and innovation in organizations alongside such themes as diversity, globalization and ecology. Students and teachers of management will find this a comprehensive and wide-ranging resource on the core issues for contemporary managers and organizations. |
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Página xiii
... Responsibilities and Rights Journal and a recent past book review editor for the Academy of Management Review . He has served as consultant on organizational development and change for a variety of groups and organizations . Barbara ...
... Responsibilities and Rights Journal and a recent past book review editor for the Academy of Management Review . He has served as consultant on organizational development and change for a variety of groups and organizations . Barbara ...
Página 4
... responsibility comes about in seeking to build a commitment for innovation . Such tensions aid creativity , so the aim is to ' manage ' them not eradicate them . Innovative success comes from managing the routine and the mundane as much ...
... responsibility comes about in seeking to build a commitment for innovation . Such tensions aid creativity , so the aim is to ' manage ' them not eradicate them . Innovative success comes from managing the routine and the mundane as much ...
Página 26
... responsibility . This focus on the leader in relation to a definable group is invariably translated into research in which sergeants and their combat units or supervisors and their work groups constitute the focus of analysis . Third ...
... responsibility . This focus on the leader in relation to a definable group is invariably translated into research in which sergeants and their combat units or supervisors and their work groups constitute the focus of analysis . Third ...
Página 31
... responsibility — Transactional leadership is conceptualized in terms of two components : intellectual stimulation continually challenging followers with new ideas and approaches . — in recognizing the potential of a greater range of ...
... responsibility — Transactional leadership is conceptualized in terms of two components : intellectual stimulation continually challenging followers with new ideas and approaches . — in recognizing the potential of a greater range of ...
Página 34
... responsibility exist but are rotated and hence are dependent on the task at hand rather than on a formal leader . As Vanderslice observes , Mousewood is not leaderless but ' leaderful ' since the functions of leadership are dispersed ...
... responsibility exist but are rotated and hence are dependent on the task at hand rather than on a formal leader . As Vanderslice observes , Mousewood is not leaderless but ' leaderful ' since the functions of leadership are dispersed ...
Contenido
1 | |
11 | |
26 | |
3 DecisionMaking in Organizations | 43 |
4 Cognitions in Organizations | 63 |
5 Diverse Identities in Organizations | 88 |
Communication and Good Work Group Performance | 107 |
7 Metaphors of Communication and Organization | 125 |
8 Organizations Technology and Structuring | 159 |
9 Organizing for Innovation | 174 |
Affirming an Oxymoron | 190 |
Ecologies and Environments | 209 |
From International Business to Globalization | 234 |
Now T hat It Has Been Said What Do We Think? | 257 |
Index | 259 |
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Managing Organizations: Current Issues Stewart R Clegg,Cynthia Hardy,Walter R Nord Vista previa limitada - 1999 |
Términos y frases comunes
Academy of Management action activities analysis approach argue attention attribution authors become behavior central chapter cognitive communication complex concept concerns construction context create critical culture decision decision-making defined direct discourse diversity economic effects emerge environment environmental examine example existing experience field firms focus focuses functions global human identity important increase individual industry influence innovation interaction interests interpretation issues Journal knowledge language lead leaders leadership learning less limited literature Management meaning ment metaphor nature networks operations organizational organizations patterns performance person perspective political position possible practices Press problems Psychology question rational relations relationships responsibility result Review role Sage Science situation social society strategy structure studies suggests symbols theory thinking tion tional traditional understanding University values York