Syndetics cover image
Image from Syndetics

Complexity, management and the dynamics of change : challenges for practice / Elizabeth McMillan.

By: Language: English Publisher: London ; New York : Routledge, 2008Description: x, 243 p. ill. 24 cmISBN:
  • 041541721X
  • 9780415417211
  • 0415417228
  • 9780415417228
Subject(s): DDC classification:
  • 658.4/06 22
Other classification:
  • Qbaab
Holdings
Cover image Item type Current library Home library Collection Shelving location Call number Materials specified Vol info URL Copy number Status Notes Date due Barcode Item holds Item hold queue priority Course reserves
Book Biblioteket HKR Biblioteket 658.406 McMillan Available 11156000169737
Book Biblioteket HKR Biblioteket 658.406 McMillan Available 11156000169736
Total holds: 0

Enhanced descriptions from Syndetics:

The insights of complexity science can allow today's managers to embrace the challenges and uncertainty of the twenty-first century, and successfully oversee organizational change and development. Elizabeth McMillan's book brings these ideas into perspective by:

outlining the historical relationship between science and organizations reviewing current perspectives on organizational change and best practice citing real-life examples of the use of complexity science ideas discussing issues which may arise when using ideas from complexity.

Written in an accessible style to bridge the gap from scientific theory to commercial applicability, this text shows how organizations can become more effective, democratic and sustainable through complexity science.

Includes bibliographical references (p. [234]-238) and index.

Table of contents provided by Syndetics

  • List of illustrations(p. ix)
  • Preface(p. xi)
  • Acknowledgements(p. xii)
  • 1 Introduction(p. 1)
  • Why I am writing this book(p. 1)
  • What this book is about(p. 4)
  • The structure of this book(p. 7)
  • Time to adapt(p. 12)
  • 2 The clockwork manager - alive and well?(p. 14)
  • Part 1 Time to move on(p. 14)
  • Part 2 Classical science: a prestigious paradigm(p. 33)
  • 3 Complexity science: understanding the science(p. 45)
  • Part 1 The essential basics(p. 45)
  • Part 2 The basics plus(p. 66)
  • 4 Change and the dynamics of change: thinking differently(p. 74)
  • Perceptions of change(p. 75)
  • Time to change - some traditional views and approaches(p. 79)
  • Old and new approaches to change - some comparisons(p. 90)
  • Strategy and strategic change(p. 93)
  • 5 Complexity in practice: doing things differently(p. 101)
  • Applying complexity(p. 101)
  • Doing things differently(p. 103)
  • 6 Complexity in action: a case study of the Open University(p. 144)
  • The Open University(p. 144)
  • The new directions story 1993-1996(p. 146)
  • The emergence of unexpected processes(p. 154)
  • Learning and change dynamics(p. 159)
  • 7 Self-organizing change dynamics(p. 172)
  • Letting go to self-organize(p. 172)
  • A complex adaptive change process?(p. 179)
  • 8 Essential principles for introducing a complexity-based change process(p. 182)
  • Twelve principles for introducing a complexity-based change process(p. 182)
  • 9 Innovation and changing: models for experimentation and adaptation(p. 192)
  • The Transition Strategy Model(p. 193)
  • Complex Adaptive Learning Model of Strategy(p. 195)
  • Complex Adaptive Process Model (CAP)(p. 197)
  • The Edge of Chaos Assessment Model(p. 204)
  • The Fractal Web(p. 211)
  • 10 New perspectives, opportunities for innovation(p. 218)
  • Leadership and the new 'managers'(p. 218)
  • Radical innovation - pre-adaptation(p. 221)
  • Experimenting(p. 222)
  • The age-old tussle(p. 224)
  • Change dynamics(p. 226)
  • Appendix 1 Plans for change(p. 229)
  • Appendix 2 Diary of events(p. 230)
  • Appendix 3 Conference issues(p. 232)
  • Bibliography(p. 234)
  • Index(p. 239)