Flawed Advice and the Management Trap: How Managers Can Know When They're Getting Good Advice and When They're Not is the first book to show how and why so much of today's business advice is flawed, and how managers and executives can better evaluate advice given to their firms
Practitioners and scholars agree that businesses in the coming millennium will be managed differently than firms of the 20th century. And getting there from here, according to today's best advice, will require creative change. In this pioneering work, Argyris, one of the world's leading organizational thinkers,...

What is the purpose of social science and management research? Do scholars/researchers have a responsibility to generate insights and knowledge that are of practical (implementable) value and validity? We are told we live in turbulent and changing times, should this not provide an important opportunity for management researchers to provide understanding and guidance? Yet there is widespread concern about the efficacy of much research. These are some of the puzzles/pressing problems that Chris Argyris addresses in this short book. Argyris is one of the best known management scholars in the...

The emphasis on organizational change in the corporate life of recent years-including job redesign, autonomous groups, high performance work systems, and the redesign of control systems-owes a great deal to the pioneering work of Chris Argyris.

This book examines how individuals in organizations can become more effective, in turn making organizations more effective. It explores the conventional pyramidal structure of organizations, in which there is top-down control by managers over workers, and examines their negative consequences. These include organizational injustice and...

First published in 1972, this is a searching critique of work by both sociologists and psychologists on organizational structure and behaviour.