MARC details
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| fixed length control field |
02845nam a22002417a 4500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION |
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| control field |
20220523160610.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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| fixed length control field |
220523b ||||| |||| 00| 0 eng d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9781138843745 |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER |
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| Classification number |
658 |
| Item number |
MOW |
| 100 ## - MAIN ENTRY--PERSONAL NAME |
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| Personal name |
Mowles, Chris |
| 245 ## - TITLE STATEMENT |
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| Title |
Managing in uncertainty: complexity and the paradoxes of everyday organizational life |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
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| Name of publisher, distributor, etc. |
Routledge |
| Place of publication, distribution, etc. |
New York |
| Date of publication, distribution, etc. |
2015 |
| 300 ## - PHYSICAL DESCRIPTION |
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| Extent |
vi, 181 p. |
| 365 ## - TRADE PRICE |
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| Price type code |
GBP |
| Price amount |
52.99 |
| 504 ## - BIBLIOGRAPHY, ETC. NOTE |
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| Bibliography, etc. note |
Table of Contents<br/>1.Why are uncertainty, ambiguity and paradox important for managers? 2.Taking paradox seriously 3.The paradox of involvement and detachment and the importance of practical judgement 4.Attempts to change organizational culture – the paradox of the local and the global 5.On the predictable unpredictability of organisational life: change and innovation 6.The paradox of co-operation and competition: conflict and the necessary politics of organizational life 7.Ambiguity, contradiction, and paradox in the natural sciences – creative entanglement between the knower and the known 8.Uncertainty, contradiction and paradox - so what can managers do? |
| 520 ## - SUMMARY, ETC. |
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| Summary, etc. |
Book Description<br/>The reality of everyday organizational life is that it is filled with uncertainty, contradictions and paradoxes. Yet leaders and managers are expected to act as though they can predict the future and bring about the impossible: that they can transform themselves and their colleagues, design different cultures, choose the values for their organization, be innovative, control conflict and have inspiring visions. Whilst managers will have had lots of experiences of being in charge, they probably realise that they are not always in control.<br/><br/>So how might we frame a much more realistic account of what’s possible for managers to achieve?<br/><br/>Many managers are implicitly aware of their messy reality, but they rarely spend much time reflecting on what it is that they are actually doing. Drawing on insights from the complexity sciences, process sociology and pragmatic philosophy, Chris Mowles engages directly with some principal contradictions of organizational life concerning innovation, culture change, conflict and leadership. Mowles argues that if managers proceed from the expectation that organizational life as inherently uncertain, and interactions between people are complex and often paradoxical, they start noticing different things and create possibilities for acting in different ways.<br/><br/>Managing in Uncertainty will be of interest to practitioners, advanced students and researchers looking at management and organizational studies from a critical perspective. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Management |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Organizational change |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Problem solving |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Uncertainty |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Corporate culture |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) |
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| Source of classification or shelving scheme |
Dewey Decimal Classification |
| Koha item type |
Book |