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The paradox of control in organizations

Author: Philip J Streatfield
Publisher: London ; New York : Routledge, 2001.
Series: Complexity and emergence in organizations.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Summary:

Adopting the perspective of complex responsive processes Philip Streatfield reflects on his own experience as a manager to explore the question - who, or what is 'in control' in an organization.

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Genre/Form: Electronic books
Additional Physical Format: Print version:
Streatfield, Philip J., 1960-
Paradox of control in organizations.
London ; New York : Routledge, 2001
(DLC) 2001019576
(OCoLC)46462686
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Philip J Streatfield
ISBN: 0203361504 9780203361504 0415250315 9780415250313 0415250323 9780415250320 9786610068395 6610068399
OCLC Number: 56059110
Description: 1 online resource (xii, 155 pages).
Contents: Machine generated contents note: 1 Introduction 1 --
The central question for organizations: who is "in control"? 3 --
Real life management: making it up as we go along 6 --
Outline of the book 9 --
2 Controlling quality? 13 --
Getting the feel of it in practice: Contac 400 13 --
Turning for guidance to the literature on quality control 15 --
Local communicative interaction in the living present 20 --
3 The emergence of new products: the story of SmithKline --
Beckman and its merger with Beecham 26 --
Passing judgment on SKB management 27 --
New product development is supposed to be planned 36 --
In fact new products and strategic directions emerge: --
drawing analogies from the complexity sciences 44 --
4 Managing in a post-merger situation 53 --
What the literature has to say on mergers 54 --
Coping with the post-merger situation at SmithKline --
Beecham 56 --
Networking 68 --
5 Making sense of the paradox of control in merger situations 76 --
Organizations as complex responsive processes of relating 78 --
Power relations 85 --
The conversational life of an organization 89 --
6 Measuring performance is not quite as simple as it seems 92 --
Why measure performance? 93 --
Project Dashboard 99 --
Was performance measurement really the task? 105 --
Ideology and power 109 --
7 Supply chain management is messier than one might expect 115 --
The budget review meeting 116 --
Mess in tension with order: meaning emerges 119 --
8 Are managers "in control"? 125 --
Mainstream understanding of control 126 --
A complex responsive process understanding of the --
paradox of control 129 --
Management as participating in the construction of meaning in the living present 133.
Series Title: Complexity and emergence in organizations.
Responsibility: Philip J. Streatfield.

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'Valuable insights from a practising manager who can reflect on his experience within a framework of academic rigour. A rare and remarkable study.' - Long Range Planning

 
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