Ebook Strategic management and organisational dynamics (7th edition): Part 2
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Ebook Strategic management and organisational dynamics (7th edition): Part 2
Part 2The challenge of complexity to ways of thinkingParc I of this book has described how the 1940s and 1950s saw the development of a number of clos Ebook Strategic management and organisational dynamics (7th edition): Part 2sely related ideas. At much the same time, engineers, mathematicians, biologists and psychologists were developing the application of systems theories, raking the form of open systems, cybernetics and systems dynamics. These systems theories were closely related to the development of computer langua Ebook Strategic management and organisational dynamics (7th edition): Part 2ges, cognitivist psychology and the sender-receiver model of communication. Over rhe decades that followed, all of these theories and applications werEbook Strategic management and organisational dynamics (7th edition): Part 2
e used, in one way or another, to construct ways of making sense of organisational life. The central themes running through all of these developments Part 2The challenge of complexity to ways of thinkingParc I of this book has described how the 1940s and 1950s saw the development of a number of clos Ebook Strategic management and organisational dynamics (7th edition): Part 2h-century systems thinking raised a number of problems that second-order systems thinking sought to address. One of these problems had to do with the fact that the observer of a human system is also simultaneously a participant in that system. This led to soft and critical systems thinking, which sh Ebook Strategic management and organisational dynamics (7th edition): Part 2ifted the focus of attention from the dynamical properties of systems as such to the social practices of those using systemic tools in human activitieEbook Strategic management and organisational dynamics (7th edition): Part 2
s. Ideology, power, conflict, participation, learning and narratives in social processes all feature strongly in these explanations of decision makingPart 2The challenge of complexity to ways of thinkingParc I of this book has described how the 1940s and 1950s saw the development of a number of clos Ebook Strategic management and organisational dynamics (7th edition): Part 2t mathematicians, physicists, meteorologists, chemists, biologists, economists, psychologists and computer scientists worked across their disciplines to develop new theories of systems. Their work goes under titles such as chaos theory, dissipative structures, complex adaptive systems, and has come Ebook Strategic management and organisational dynamics (7th edition): Part 2to Ik known as ‘nonlinear dynamics' or the ‘complexity sciences’. What they have in common is rhe centrality they give to nonlinear relationships. UnlEbook Strategic management and organisational dynamics (7th edition): Part 2
ike the development of second-order, soft and critical systems thinking in the social sciences, this new wave of interest in complex systems has been Part 2The challenge of complexity to ways of thinkingParc I of this book has described how the 1940s and 1950s saw the development of a number of clos Ebook Strategic management and organisational dynamics (7th edition): Part 2 US explain why this matters.Part 1 explored rhe way of thinking reflected in the currently dominant discourse about organisations and their management. The dominant discourse is that way of talking and writing about organisations that is immediately recognisable to organisational practitioners, edu Ebook Strategic management and organisational dynamics (7th edition): Part 2cators and researchers. It sets the most acceptable terms within which debates about, and funded research into, organisations and their232 Part 2 TheEbook Strategic management and organisational dynamics (7th edition): Part 2
challenge of complexity to ways of thinkingmanagement can be conducted. As such, it reflects particular, fundamental, taken-for-granted assumptions abPart 2The challenge of complexity to ways of thinkingParc I of this book has described how the 1940s and 1950s saw the development of a number of clos Ebook Strategic management and organisational dynamics (7th edition): Part 2arch communities, one must argue within the dominant way of thinking, or at least in ways that are recognisable within its terms. The aim of the chapters in Part 1 was to identify the different strands of the currently dominant discourse, including its critics, so as to clarify the differences and s Ebook Strategic management and organisational dynamics (7th edition): Part 2imilarities in the ways of thinking that they reflect.The strands of thinking about organisations identified in Part 1 were described as the theory ofEbook Strategic management and organisational dynamics (7th edition): Part 2
strategic choice, the theory of the learning organisation, open systems-psychoanalytic perspectives on organisations, and second-order systems thinkiPart 2The challenge of complexity to ways of thinkingParc I of this book has described how the 1940s and 1950s saw the development of a number of clos Ebook Strategic management and organisational dynamics (7th edition): Part 2ifferent strands of thinking assume different kinds of system with consequent important implications. In strategic choice theory the main assumption is that organisations are to be designed and managed as cybernetic: that is, self-regulating, systems. In theories to do with organisational learning i Ebook Strategic management and organisational dynamics (7th edition): Part 2t is mostly assumed that organisations are to be managed in recognition of their being systems of the systems dynamics type. In open systems-psychoanaEbook Strategic management and organisational dynamics (7th edition): Part 2
lytic perspectives, the system is assumed to be an open system. Second-order systems thinking, in contrast to the strands so far mentioned, draws on aPart 2The challenge of complexity to ways of thinkingParc I of this book has described how the 1940s and 1950s saw the development of a number of clos Ebook Strategic management and organisational dynamics (7th edition): Part 2ations have to do with people, there always has to be some explicit, or quite often implicit, assumption about human psychology. Common to all of the strands of thinking in the dominant discourse is the psychological assumption that rhe individual is primary and exists at a different level from a gr Ebook Strategic management and organisational dynamics (7th edition): Part 2oup, organisation or society. Individuals, with minds inside them, form groups, organisations and societies outside them, at a higher level to them, wEbook Strategic management and organisational dynamics (7th edition): Part 2
hich then act back on them as a causal force with regard to their actions. The different strands of the dominant discourse express this common assumptPart 2The challenge of complexity to ways of thinkingParc I of this book has described how the 1940s and 1950s saw the development of a number of clos Ebook Strategic management and organisational dynamics (7th edition): Part 2 on cognitivist and humanistic psychology and to a much lesser extent on constructivism. The open system-psychoanalytic perspective reflects the assumptions of psychoanalysis, that early childhood experiences and unconscious drives influence our day-to-day interactions with others. Second-order syst Ebook Strategic management and organisational dynamics (7th edition): Part 2ems thinking could draw on all of the mentioned psychological theories.The chapters in Part 1 explored the differences between the ways of thinking ofEbook Strategic management and organisational dynamics (7th edition): Part 2
these different strands consequent upon their different assumptions about psychology and the nature of systems. Just as important, however, are the ePart 2The challenge of complexity to ways of thinkingParc I of this book has described how the 1940s and 1950s saw the development of a number of clos Ebook Strategic management and organisational dynamics (7th edition): Part 2ul, rational individuals can, in principle, objectively observe the system and formulate hypotheses about it, on the basis of which they can design the system to produce that which is desirable to them and, hopefully, rhe wider community. Usually this is quite taken for granted, although second-orde Ebook Strategic management and organisational dynamics (7th edition): Part 2r systems thinking does grapple, unsuccessfully in our view, with the problem created by the fact that the external observer is also a participant inEbook Strategic management and organisational dynamics (7th edition): Part 2
the system. Where the problematic nature of the assumption that individuals can design human systems is recognised, it is normally resolved byPart 2 TPart 2The challenge of complexity to ways of thinkingParc I of this book has described how the 1940s and 1950s saw the development of a number of clos Ebook Strategic management and organisational dynamics (7th edition): Part 2ion so that rhe system will produce reasonably desirable outcomes;or, failing even this, ‘you’ can design the conditions or shape the processes within which others will, more or less, operate the system to desired ends. If even this watered-down assumption is questioned, the immediate response is th Ebook Strategic management and organisational dynamics (7th edition): Part 2at the only alternative is pure chance, which leaves no role for leaders or managers.•This first assumption amounts to one that rationalist causalityEbook Strategic management and organisational dynamics (7th edition): Part 2
is applicable to human action, although all of the strands of thinking in the dominant discourse recognise, in one way or another, the severe limitatiPart 2The challenge of complexity to ways of thinkingParc I of this book has described how the 1940s and 1950s saw the development of a number of clos Ebook Strategic management and organisational dynamics (7th edition): Part 2d and operated to produce a desirable outcome set in advance if its operation is reasonably predictable. The purpose of the design and operation is to reduce uncertainty and increase the regularity and stability of system operation so as to make possible the realisation of the purposes ascribed to i Ebook Strategic management and organisational dynamics (7th edition): Part 2t by its designers. Success is equated with stability.•Stability of system operation requires a reasonable degree of consensus between the individualsEbook Strategic management and organisational dynamics (7th edition): Part 2
who are, or ar least operate, the systems. What is required therefore is agreement on purpose and rask and this is aided by strongly shared cultures Part 2The challenge of complexity to ways of thinkingParc I of this book has described how the 1940s and 1950s saw the development of a number of clos Ebook Strategic management and organisational dynamics (7th edition): Part 2ns about predictability and stability immediately imply a particular theory of causality as far as the system is concerned and these are either efficient ‘if... then’ or formative causality.•Causality is thus dual, with rationalist causality ascribed to designing individuals and formative causality Ebook Strategic management and organisational dynamics (7th edition): Part 2ascribed to the system they design.•The primary task of leading and managing is to be in control of the direction of the organisation, whether in a ‘cEbook Strategic management and organisational dynamics (7th edition): Part 2
ommand and control’ way or in some other more facilitative way in which others are empowered and invited to participate.The way of thinking reflectingGọi ngay
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