Strategic management and organisational dynamics the challenge of complexity to ways of thinking about organisations 7th Edition by Ralph D Stacey, Prof Chris Mowles ISBN 9781292078748 by Mowles, Chris; Stacey, Ralph D 9781292078748, 9781292078755, 9781292078779, 129207874X, 1292078758, 1292078774 instant download after payment.

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ISBN 13: 9781292078748
Author: Ralph D Stacey, Prof Chris Mowles

Strategic Management and Organisational Dynamics remains unique amongst strategic management textbooks by taking a refreshingly alternative look at the subject. Drawing on the sciences of complexity as well as a broad range of social scientific literature, Stacey and Mowles challenge the conceptual orthodoxy of planned strategy, focusing instead on emergence and the predictable unpredictability of organisational life.   Ideal for advanced undergraduate and postgraduate study, this critically detailed account deals with current issues, raising the challenge of complexity within practice and theory.   The full text downloaded to your computer With eBooks you can: search for key concepts, words and phrases make highlights and notes as you study share your notes with friends eBooks are downloaded to your computer and accessible either offline through the Bookshelf (available as a free download), available online and also via the iPad and Android apps. Upon purchase, you will receive via email the code and instructions on how to access this product. Time limit The eBooks products do not have an expiry date. You will continue to access your digital ebook products whilst you have your Bookshelf installed.

Strategic management and organisational dynamics the challenge of complexity to ways of thinking about organisations 7th Table of contents:

Chapter 1 Strategic management in perspective A step in the professionalisation of management
1.1 Introduction
1.2 The Origins of Modern Concepts of Strategic Management: The New Role of Leader
1.3 Ways of Thinking: Stable Global Structures and Fluid Local Interactions
1.4 Outline of the Book
Further Reading
Questions to Aid Further Reflection
Chapter 2 Thinking about Strategy and Organisational Change The implicit assumptions distinguishing one theory from another
2.1 Introduction
Two Basic Questions
2.2 The Phenomena of Interest: Dynamic Human Organisations
Populations of Organisations
Dynamic Phenomena
Paradoxical Phenomena
Degrees of Detail
Interaction
2.3 Making Sense of the Phenomena: Realism, Relativism and Idealism
The Individual and the Group
The Nature of Causality
Dealing with Contradictions
2.4 Four Questions to Ask in Comparing Theories of Organisational Strategy and Change
Further Reading
Questions to Aid Further Reflection
Chapter 3 The Origins of Systems Thinking in the Age of Reason
3.1 Introduction
3.2 The Scientific Revolution and Rational Objectivity
3.3 The Eighteenth-Century German Philosopher Immanuel Kant: Natural Systems and Autonomous Individuals
Self-Organising Systems
The Autonomous Individual
3.4 Systems Thinking in the Twentieth Century: The Notion of Human Systems
3.5 Thinking about Organisations and Their Management: Science and Systems Thinking
Scientific Management
The Shift to Systems Thinking
Back to the Public-Sector Consultancy
3.6 How Systems Thinking Deals with the Four Questions
3.7 Summary
Further Reading
Questions to Aid Further Reflection
Chapter 4 Thinking in terms of strategic choice Cybernetic Systems, Cognitivist and Humanistic Psychology
4.1 Introduction
4.2 Cybernetic Systems: Importing the Engineer’s Idea of Self-Regulation and Control into Understanding Human Activity
Negative Feedback and Equilibrium
Negative Feedback and Human Action
Goal-Seeking Adaptation to the Environment
Regulators
Cybernetics and Causality
4.3 Formulating and Implementing Long-Term Strategic Plans
Evaluating Long-Term Strategic Plans
Acceptability
Feasibility
Suitability or Fit
Implementing Long-Term Strategic Plans
4.4 Cognitivist and Humanistic Psychology: The Rational and the Emotional Individual
Cognitive Psychology and the Sender–Receiver Model of Communication
Humanistic Psychology
4.5 Leadership and the Role of Groups
The Relevance of the Group
4.6 Key Debates
Market Position and the Resource-Based View of Strategy
Uncertainty and the Limitations to Strategic Choice
Process Versus Content
4.7 How Strategic Choice Theory Deals with the Four Key Questions
Q1 The Nature of Human Knowing and Behaving
Q2 The Nature of Action and Interaction: Theories of Causality
Q3 Implied Methodology for Making Sense of the Phenomena
Q4 How Contradiction Is Dealt with
Making Sense of Experience
4.8 Summary
Further Reading
Questions to Aid Further Reflection
Chapter 5 Thinking in Terms of Organisational Learning and Knowledge Creation Systems Dynamics, Cognitivist, Humanistic and Constructivist Psychology
5.1 Introduction
5.2 Systems Dynamics: Nonlinearity and Positive Feedback
Nonlinearity
Production and Distribution Chains
Principles of Systems Dynamics
Archetypes of Feedback Processes
5.3 Personal Mastery and Mental Models: Cognitivist Psychology
Constructivist Psychology
Enactment and Sense-Making in Organisations
Single- and Double-Loop Learning
5.4 Building a Shared Vision and Team Learning: Humanistic Psychology
Teams and Shared Models
The Move to the Mystical
5.5 The Impact of Vested Interests on Organisational Learning
Authoritarian Use of Power
Collegial Use of Power
Power Vacuums and Organised Anarchies
5.6 Knowledge Management: Cognitivist and Constructivist Psychology
Creating New Knowledge
5.7 Key Debates
Representation Versus Enactment
Learning Organisation or Organisational Learning: The Individual Versus the Group

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Tags: Ralph D Stacey, Prof Chris Mowles, organisational, Strategic