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From companies, public administrations, universities, and schools to hospitals, prisons, political parties, and the military, organizations influence us from the moment we are born to the moment we die. However, we receive no training in how to deal with them, whether as their members, customers, patients, or voters.
Organizations, what are these entities that have such a strong influence on modern society? What makes them tick? What are our options...
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In organizations, there are always situations that can't be fixed with top-down directives. Often the only thing left to do is to craft cooperative relationships through understanding, power, or trust. The concept of lateral leadership — leading to the side — brings together ideas about how we can create processes of understanding, construct arenas of power, and build trusting (or mistrusting) relationships.
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The linear, goal-oriented approach to projects that is so popular in management literature is only appropriate if you are dealing with well-defined problems. For projects that address poorly defined problems, however, the principles of classic project management don't work; project managers attempt in vain to maintain a linear approach, even if targets, people affected and framework conditions cannot be determined precisely. We propose a fundamentally...
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On the one hand, employees are supposed to compete with one another as "intrapreneurs," on the other, cooperation among employees is a top priority. The motto is: we are all pulling together but only the best will prevail. On the one hand, "intrapreneurs" are supposed to break the rules that have been handed down from above, yet at the same time they are supposed to respect the structures the company has created. The motto is: do the right thing,...
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Organizations construct their environments themselves. From the bewildering, chaotic array of impressions, they take those bits of information that enable them to produce such a view of the environment — one that makes it possible for them to operate in the environment with relative confidence. Thus, contrary to what traditional market research suggests, organizations do not respond objectively to existing environmental conditions, but invent, construct...
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Recover evangelicalism's foundations by returning to its architect.
None doubt, the influence of Carl F. H. Henry, the "theological architect" of contemporary evangelicalism. Through his prolific writing and editorial role in Christianity Today, Henry is, known for addressing contemporary theology, individual and social ethics, and cultural criticism. But, he has been, critiqued for an underdeveloped pneumatology.
In Carl F. H. Henry on The Holy...
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Every change takes its toll. Stefan Kühl critically examines the blind enthusiasm that continues to celebrate the leveling of hierarchies and the decentralization of organizations. Relying on studies performed in European and U.S. companies, Kühl describes why these management concepts can carry organizations to the edge of extinction. Organizations are facing the challenge of coming to grips with the threat of losing their identity, ever-escalating...
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In the management, discourse few words are thrown about more carelessly than 'organizational culture'. While the term is usually, defined too broadly-including such phenomena as assumptions, values, traditions, articles of faith, myths and artifacts-this book applies a far more, narrow concept. Organizational culture, or the informal structure of an organization, is a term used to describe the behavioral expectations in an organization that have not...
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The belief that rainmakers bring rain is a superstition, but they are able to create cohesion among the people who believe in their powers. Stefan Kühl describes how the rainmaker effect works in the model of the learning organization. Many of the modern management principles that are, billed as formulas for success, e.g., clear objectives, employee identification, participation, and continuous learning, fail to deliver on their promises. However,...
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Companies are no longer the only organizations that develop mission statements, administrations, hospitals, universities, schools and associations are following. After a phase of euphoria in which true miracles were expected, mission statements have come under increasing critique for their moralizing overtones. By applying new approaches from organizational research, this book shows how the development and dissemination of mission statements can be...
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When (re-)designing organizations, one must first be clear about what is, meant by the structures of an organization and what can be, done in order, to change them. In this book, we present communication channels, programs and personnel as central structures. We also unfold the aspects that come to the forefront when one focuses on either the formal, the informal or the display side of an organization. At the core, we elaborate on how structures cause...
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