Beyond Rational Management: Mastering the Paradoxes and Competing Demands of High Performance

ISBN-13: 9781555423773 / Angielski / Miękka / 1992 / 224 str.

Robert Quinn

Opis

In order to understand managerial effectiveness, says Robert E. Quinn, we must move beyond the theories of rational management and begin to better understand the dynamic, paradoxical, and competing forces that block us from high performance. In this book, Quinn draws on his extensive research on leadership, change, and organizational performance to provide a new way of thinking about management that helps business and government leaders make sense of the complexities and contradictions of organizational life. Offering rich stories and insights from business, sports, and public administration, he explains how - by learning to embrace and transcend paradoxes - managers can come to see new possibilities for structuring organizations, designing jobs, and solving daily problems.

Spis treści

The Journey from Novice to Master Manager.

Achieving High Performance: A Paradoxical View of Excellence.

Mastering the Contradictions of Organizational Life.

The Competing Values Model: Redefining Organizational Effectiveness and Change.

The Failure of Success: How Good Becomes Bad.

Competing Values and the Dynamics of Managerial Leadership.

Profiles of Effective and Ineffective Managers.

The Road to Mastery: An Agenda for Transforming Your Management Style.

Assessment and Skill–Building Exercises.

Teaching Management Skills Using the Competing Values Model: A Case Study.

Conclusion: Beyond Rational Management.

O autorze

ROBERT E. QUINN is chair of the Department of Organizational Behavior and Human Resource Management at the University of Michigan School of Business. He is coauthor of Becoming a Master Manager (1990).

Blurb

Draws together extensive research on leadership, change, and organizational performance to help leaders make sense of the complexities and contradictions of organizational life. Offering rich stories and insights from business, Quinn explains how managers can come to see new possibilities for structuring organizations, designing jobs, and solving daily problems by learning to embrace and transcend paradoxes.