The chaos frontier : creative strategic control for business

著者

書誌事項

The chaos frontier : creative strategic control for business

Ralph D. Stacey

Butterworth Heinemann, 1991

  • : pbk

大学図書館所蔵 件 / 全8件

この図書・雑誌をさがす

注記

Includes bibliographical references and index

内容説明・目次

巻冊次

ISBN 9780750601399

内容説明

The Chaos Frontier: Creative Strategic Control for Business presents the effective ways of managing and controlling innovative organizations in chaotic times. This book discusses the theories of chaos and self-organization developed by mathematicians, biologists, chemists, and physicists. Organized into four parts encompassing 13 chapters, this book begins with an overview of the scientific sense of chaos as those systems driven by certain types of perfectly orderly laws capable of behaving in a manner that is random and therefore inherently unpredictable over the long term. This text then examines the key elements that managers need to incorporate into a dynamic model of managing if they are to design effective actions in a turbulent business world. Other chapters consider organizational effectiveness and the ability to sustain competitive capability. The final chapter deals with creative interaction between a business and the other organizations and people that are its environment. This book is a valuable resource for managers.

目次

Preface 1 Introduction Who this Book is Addressed to Mixed Success in Coping with Turbulent Change Defective Understanding of Business Dynamics The Importance of Explanatory Models for Action What Managers Say About Strategic Choice The Problem with Visions and Plans Thinking About the Strategy Process Outline of the Following ChaptersPart One The Concerns of Dynamic Management 2 Goals, Behavior and Change The Future is a Combination of Change Situations Open-Ended Change, Ambiguous Goals, Confusion and Anxiety Unpredictability and Recognizable Patterns Conclusion: What a Dynamic Model Should Explain About Change 3 Relationship Between Control form and Change Situation Short Interval Control for Closed Change Long Term Planning for Contained Change What Form for Open-Ended Change? Simultaneous Application of Different Control Forms Conclusion: What a Dynamic Model Should Explain About Control 4 The Mechanisms Driving Business Development Business Organizations are Feedback Mechanisms The Dynamic of Business Feedback Mechanisms The Dynamic of the Decision-Making Process Conclusion: What a Dynamic Model Should Explain About Business DevelopmentPart Two Today's Most Prominent Management Models 101 5 Rational Planning, Entrepreneurial Enthusiasm and Political Power Rational Explanations of Management and Organization: The Mechanistic Approach Entrepreneurial Explanations of Management and Organization: The Organic Approach Political Explanations of Management and Organization: The Power Approach Conclusion: Today's Models Focus on Machine-Like Order 6 Today's Models: A Limited Understanding of Management Dynamics Feedback, Small Changes, Virtuous and Vicious Circles Operation in Non-Equilibrium States What Organizations do when they do not Know what they are Doing The Dynamic of Organizational Politics Organizations Learn About the Process of Learning Conclusion: What Managers Actually DoPart Three Scientific Chaos and Dynamic Management 7 What Scientific Chaos Means for Managers Nature of Scientific Chaos Principal Features of Scientific Chaos Chaos: A More Useful Model of Business Dynamics Conclusion: Explaining Intertwined Order and Disorder 8 Implications of Chaos for Controlling and Developing a Business The Techniques Break Down and Planning Fails in Openended Change Visions of the Future may be Dangerous Fantasies Trial-and-Error Action Cannot Secure Stability Building Strategic Issue Agendas is the Key to Strategic 'Control' New Models for Each New Situation Conclusion: Rethinking the Approach to Strategic 'Control' 9 Strategic 'Control' is Organizational Learning Thinking and Learning Step-by-Step to a Goal Chaos Provides another Perspective Thinking and Learning in Closed Situations Thinking and Learning in open-Ended Situations Organizational Learning Takes Place in Groups Organizational Learning: Personality Composition and Group Dynamics Strongly Shared Cultures Block Group Learning Learning to Learn in Real Time Conclusion: Innovative Strategic Choice Depends on Group Learning 10 Strategic 'Control' is Spontaneous Political Choice Power Form and Group Dynamic Political Interactions as Feedback Loops Business Political Systems and Chaos Unpredictable Political Choices Recognizable Patterns in Political Choices Structure and the Distribution of Power Conclusion: Strategic Choice Depends on Political Context 11 Strategic 'Control' is Creative Exploration Detecting and Selecting Open-Ended Issues Amplifying Issues and Breaking Symmetries: Champions and Special Interest Groups Amplifying Issues and Breaking Symmetries: Experimenting with Open-Ended Issues Fragile State of Consensus and Commitment Conclusion: How Organizations Proceed when they do not Know what they are DoingPart Four Dynamic Management Choice and Action 12 Chaos: A Different Perspective for Action A Chaos Explanation of Managing and Organising Explanations of Strategic Choice Compared The Model Determines the Action Conclusion: A Different Model for Designing Action 13 Management Intervention and Strategic 'Control' Changing the Models for Designing Action Moving from Managing Outcomes to Managing Process Managers and Strategic 'Control' Management Intervention The Message for Managers Conclusion: Establishing Conditions for Effective Strategic ControlAppendices A Scientific Chaos: A New Way of Thinking About Dynamics Problem of Turbulence Traditional Approach to Explaining Turbulence New Approach to Turbulence: Chaos Chaos is not a Mathematical or Philosophical Curiosity Why Scientific Chaos is a Revolution in the Way we Think B The Simple Mathematics and Exciting Geometry of Chaos Simple Relationships and Decision Rules can Yield Random Behavior The Order within the Disorder of Chaos: Fractal Geometry The Order within the Disorder of Chaos: Self-Similarity The Mandelbrot Set: Algorithms and Undecidability The Mandelbrot set: The Boundary Between an Organization and its Environment C Order from Chaos D The language of Chaos: A Glossary of TermsIndex
巻冊次

: pbk ISBN 9780750609500

内容説明

Businesses today are concerned with managing change effectively. This book offers a new explanation of the creative behaviour of businesses which are dynamic systems. It applies the theories of scientific chaos and self-organization to management, and demonstrates that successful business organizations develop and control over the long-term through an unpredictable, creative and spontaneous process that depends on chance.

目次

  • Part 1 The concerns of dynamic management: goals, behaviour and change
  • relationship between control form and change situation
  • the mechanisms driving business development. Part 2 Today's most prominent management models: rational planning, entrepreneurial enthusiasm and political power
  • today's models - a limited understanding of management dynamics. Part 3 Scientific chaos and dynamic management: what scientific chaos means for managers
  • implications of chaos for controlling and developiing a business
  • strategic "control" is organizational learning
  • strategic "control" is spontaneous political choice
  • strategic "control" is creative exploration. Part 4 Management choice and action: chaos - a different perspective for action
  • management intervention and strategic "control".

「Nielsen BookData」 より

詳細情報

ページトップへ