Bøker av Chris Mowles

Strategic Management and Organisational Dynamics remains unique amongst strategic management textbooks by taking a refreshingly alternative look at the subject. Drawing on the sciences of complexity as well as a broad range of social scientific literature, Stacey and Mowles challenge the conceptual orthodoxy of planned strategy, focusing instead on emergence and the predictable unpredictability of organisational life. Ideal for advanced undergraduate and postgraduate study, this critically detailed account deals with current issues, raising the challenge of complexity within practice and theory. New to this edition: The literature from past editions is refreshed and updated. More examples are given from contemporary organisational life and social life more generally. The canon of thinkers who inform complex responsive processes of relating is broadened and deepened. There is engagement with new developments in organisational theory such as process organisation studies and practice schools. There are updated sections on rhetoric, paradox and recognition. A focus on what strategic management might mean from the perspective of complex responsive processes. Ralph Stacey is Professor of Management at the Business School, University of Hertfordshire. He is a supervisor on the innovative Doctor of Management programme at the University of Hertfordshire and the author of a number of books and papers on complexity and organisation. Chris Mowles is Professor of Complexity and Management at the Business School, University of Hertfordshire. He is director of, and supervisor on, the innovative Doctor of Management programme at the University of Hertfordshire and the author of two books and a number of papers on complexity and organisation.

This book explores some of the tensions which arise in institutions where New Public Management methods prevail, introduces different ways of thinking about the task of managing for public good, and offers a radical challenge to the dominant assumptions regarding professional communities of practice.

This book explores some of the tensions which arise in institutions where New Public Management methods prevail, introduces different ways of thinking about the task of managing for public good, and offers a radical challenge to the dominant assumptions regarding professional communities of practice.

This book looks at consultancy and complexity. The expert authors bring together their experiences to provide vibrant accounts of how to lead in everyday organizational situations using practical judgement. The book reframes the role of consultants and includes real-world narratives illustrating concrete dilemmas in the workplace.

Argues that many management courses largely assume a linear and predictable world, when experience tells us that the opposite is the case. This title questions some of the more orthodox conceptual assumptions that underpin much management education, and encourages leaders and managers to take their experience of working with others seriously.