Managerial dilemmas : exploiting paradox for strategic leadership
著者
書誌事項
Managerial dilemmas : exploiting paradox for strategic leadership
Wiley, 2009
- : cloth
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注記
Bibliography: p. [243]-252
Includes index
内容説明・目次
内容説明
More than ever, today's managers are beset by successive, fashionable, prescriptions concerning the structure, dynamics, processes and direction of the modern corporation. Unlike their earlier counterparts, the current areas of interest are less clearly associated with Human Resource issues (HR policies, processes, cultures and so on) and far more closely linked with issues more explicitly central to business activity and business performance. Managers need to develop an understanding of innovation, off-shoring, outsourcing, inter-organizational arrangements and other aspects of supply chain management. This book will assist executives and management students to make better sense of these different spheres of activity by exploring them in relation to each other. By helping them make sense of these ideas in relation to each other the book will also allow them to better assess if, and to see how, where and when, they could be of use. This is an invaluable guide to the most current management issues for advanced management undergraduates, MBAs and executives.
目次
- Preface xiii List of case organizations xvii About the authors xix PART 1 INTRODUCTION 1 1 Exploiting dilemmas and paradoxes through a new mode of leadership 3 Meanings of dilemmas and paradox 12 The exploitation of paradox 12 Types 14 Dilemma/paradox 1: strategy and business models 17 Dilemma/paradox 2: organizational structuring 18 Dilemma/paradox 3: performance and control 19 Dilemma/paradox 4: innovation dilemmas 19 Dilemma/paradox 5: managers' knowledge 20 Dilemma/paradox 6: organizational change 20 The role of leadership 21 Conclusions 23 Organization of the book 27 2 The nature of dilemma and paradox 29 Dilemma and paradox 29 Experiencing dilemma and paradox 31 The organizational level 33 Visualizing dilemmas 35 The subjectivity of dilemma and paradox 39 Exploiting dilemmas and paradoxes 40 Managing paradoxes 43 Conclusions 44 PART 2 THE SIX DILEMMAS AND PARADOXES 47 3 Dilemmas and paradoxes of strategy 49 Strategy and capability 50 Business and organizational models 53 Strategy and organizational design 56 Two case studies: EngCon and contract cleaning services 58 Case 1: The engineering consultancy company 60 Case 2: Commercial and industrial cleaning and support services contractors 69 Discussion 77 4 Dilemmas and paradoxes of organizational form and structuring 81 From bureaucracy to market 87 Project management 91 Process management 93 Joint ventures and alliances 97 Strategic outsourcing 98 Supply chain management 101 Networks and virtual organizations 102 Conclusions 105 5 Dilemmas and paradoxes of performance management 109 The meaning and implications of performance management 113 The paradox of control 115 The performance control process 116 The social complexity of the process 118 Types of control 119 Direct supervision 119 Technical controls 121 Administrative controls 122 Quality and Just-in-Time manufacturing 124 Incentive payments as a form of performance management 125 Self controls and social controls 126 Control and resistance 128 The vicious circle of control 129 Positive responses to controls 130 Reconciling control and autonomy 131 Performance and management systems 131 The wider context 133 Conclusions 135 6 Dilemmas and paradoxes of innovation 137 Introduction 138 Innovation issues 139 Business strategy and the management of innovation 140 Barriers and enablers 141 Exploration versus exploitation 143 The role of established cognitive structures and recipes 144 Our findings about managers' use of theory and the choice between two divergent models 146 Managers' interpretations of the nature and priority of innovation 150 Different interpretations and their consequences 152 The moral and affective dimensions 153 The illegitimacy of innovation? 154 Analyses of the source of the problem 155 Formal and informal systems 157 Informal systems 158 Organizational cultures 159 Mindsets and values 162 Approaches to innovation: a danger to be controlled or energy to be tapped? 163 Loose/tight 164 The value of searching 165 The role of leadership 165 Conclusions 166 7 Dilemmas and paradoxes of managers' knowledge 171 Fads, fashions and prevailing assumptions 174 Developing strategy: the role of executives' knowledge and thinking 177 Why are executives' ideas powerful? 179 Tacit knowledge and explicit knowledge
- consensual knowledge and differentiated knowledge 180 Findings about executive managers' strategic knowledge 183 Type 1: common unexplored understandings 184 Type 2: divergent, submerged/unexplored confl icts 187 Type 3: negotiated action 189 Type 4: manifest confl ict 191 Conclusions 192 8 Dilemmas and paradoxes of organizational change 195 Introduction 195 The nature and sources of change paradoxes 198 The knowledge and role of managers 199 The nature of organizations 200 The objectives of organizational change projects 201 The paradoxes of change processes 204 Why change? The relationship between organizational capacity and organizational strategy 205 Why change? Basic systems 208 Why change? Core competences 209 Why change? The adaptive organization 211 Why change? Strategic capacity 214 Key change problems and solutions 215 Key change problems: organizational capacity to change 215 Key change problems: symptoms and sources 216 Key change problems: changing how we change 218 Key change problems: changing the organization or helping it learn to change? 219 Conclusions 220 PART 3 CONCLUSIONS 223 9 Implications for leaders of organizations 225 Dilemmas and paradoxes of strategy and of business models 229 Dilemmas and paradoxes of organizing 233 Dilemmas and paradoxes of performance management 233 Dilemmas of innovation 234 The paradoxes of change 236 Cross-cutting applications and a summary of lessons for leaders 237 References 243 Index 253
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