Details

Managerial Dilemmas


Managerial Dilemmas

Exploiting paradox for strategic leadership
1. Aufl.

von: John Storey, Graeme Salaman

29,99 €

Verlag: Wiley-Blackwell
Format: PDF
Veröffentl.: 28.08.2009
ISBN/EAN: 9781444307511
Sprache: englisch
Anzahl Seiten: 286

DRM-geschütztes eBook, Sie benötigen z.B. Adobe Digital Editions und eine Adobe ID zum Lesen.

Beschreibungen

In the midst of the most severe recession for 80 years there is little need to argue that organizations are beset by dilemmas and paradoxes. Confidence in prevailing business models and in the underlying assumptions underpinning business decisions over many decades has now been shaken. But it is not enough to rail against arrogance and greed. Within their own (flawed) assumptions bankers and corporate leaders were acting rationally. A major reason for the failure to anticipate and warn is that observers of organizations usually tend to view organizations in terms similar to those employed by the people who run them: as rational, sensible and objective, whereas, in fact, they are usually confused and confusing, paradoxical and contradictory entities. Paradox is at the heart of how organizations work (or don’t work) yet the phenomenon has been strangely unstudied. In an age of crisis and uncertainty, dilemmas and paradoxes are especially evident and prevalent. The fascination and the promise of paradox is that there is also a sense that there is a hidden truth entwined within the opposites. This we contend is a challenge for leaders. The ultimate responsibility of leadership is to make sense of these and to handle them in a competent manner. This demands a new mode of leadership. The management of dilemma and paradox it is contended, the essence of leadership today. Paradoxical forces provide a dynamism which, although often experienced as potentially threatening, discomforting and negative can also be exciting, promising and positive. "The assumption that organizations are rational entities is challenged every day in the work environment by a rich reality of asymmetries between conflicting forces, complexity, hidden intentions and paradoxes. Anyone wanting to understand the real forces that govern organizations should read this book. A must read for modern leaders who have the intellectual honesty to lead organisations with open eyes and not with the over simplifications and clichés of the past"--Giovanni Ghisetti, Director Business Transformation, Coca Cola Enterprises Europe "Storey and Salaman’s description of the paradoxes which characterise leadership today is hauntingly accurate. Their intelligent optimism that those dilemmas can be met is as encouraging as it is challenging for those of us who have to do just that. Having read the insights in this book I now understand how their business advice was always so pertinent".--Andy Street, Managing Director of John Lewis
Preface xiii List of case organizations xvii About the authors xix PART 1 INTRODUCTION 1 1 Exploiting dilemmas and paradoxes through a new mode of leadership 3 Meanings of dilemmas and paradox 12 The exploitation of paradox 12 Types 14 Dilemma/paradox 1: strategy and business models 17 Dilemma/paradox 2: organizational structuring 18 Dilemma/paradox 3: performance and control 19 Dilemma/paradox 4: innovation dilemmas 19 Dilemma/paradox 5: managers’ knowledge 20 Dilemma/paradox 6: organizational change 20 The role of leadership 21 Conclusions 23 Organization of the book 27 2 The nature of dilemma and paradox 29 Dilemma and paradox 29 Experiencing dilemma and paradox 31 The organizational level 33 Visualizing dilemmas 35 The subjectivity of dilemma and paradox 39 Exploiting dilemmas and paradoxes 40 Managing paradoxes 43 Conclusions 44 PART 2 THE SIX DILEMMAS AND PARADOXES 47 3 Dilemmas and paradoxes of strategy 49 Strategy and capability 50 Business and organizational models 53 Strategy and organizational design 56 Two case studies: EngCon and contract cleaning services 58 Case 1: The engineering consultancy company 60 Case 2: Commercial and industrial cleaning and support services contractors 69 Discussion 77 4 Dilemmas and paradoxes of organizational form and structuring 81 From bureaucracy to market 87 Project management 91 Process management 93 Joint ventures and alliances 97 Strategic outsourcing 98 Supply chain management 101 Networks and virtual organizations 102 Conclusions 105 5 Dilemmas and paradoxes of performance management 109 The meaning and implications of performance management 113 The paradox of control 115 The performance control process 116 The social complexity of the process 118 Types of control 119 Direct supervision 119 Technical controls 121 Administrative controls 122 Quality and Just-in-Time manufacturing 124 Incentive payments as a form of performance management 125 Self controls and social controls 126 Control and resistance 128 The vicious circle of control 129 Positive responses to controls 130 Reconciling control and autonomy 131 Performance and management systems 131 The wider context 133 Conclusions 135 6 Dilemmas and paradoxes of innovation 137 Introduction 138 Innovation issues 139 Business strategy and the management of innovation 140 Barriers and enablers 141 Exploration versus exploitation 143 The role of established cognitive structures and recipes 144 Our findings about managers’ use of theory and the choice between two divergent models 146 Managers’ interpretations of the nature and priority of innovation 150 Different interpretations and their consequences 152 The moral and affective dimensions 153 The illegitimacy of innovation? 154 Analyses of the source of the problem 155 Formal and informal systems 157 Informal systems 158 Organizational cultures 159 Mindsets and values 162 Approaches to innovation: a danger to be controlled or energy to be tapped? 163 Loose/tight 164 The value of searching 165 The role of leadership 165 Conclusions 166 7 Dilemmas and paradoxes of managers’ knowledge 171 Fads, fashions and prevailing assumptions 174 Developing strategy: the role of executives’ knowledge and thinking 177 Why are executives’ ideas powerful? 179 Tacit knowledge and explicit knowledge; consensual knowledge and differentiated knowledge 180 Findings about executive managers’ strategic knowledge 183 Type 1: common unexplored understandings 184 Type 2: divergent, submerged/unexplored confl icts 187 Type 3: negotiated action 189 Type 4: manifest confl ict 191 Conclusions 192 8 Dilemmas and paradoxes of organizational change 195 Introduction 195 The nature and sources of change paradoxes 198 The knowledge and role of managers 199 The nature of organizations 200 The objectives of organizational change projects 201 The paradoxes of change processes 204 Why change? The relationship between organizational capacity and organizational strategy 205 Why change? Basic systems 208 Why change? Core competences 209 Why change? The adaptive organization 211 Why change? Strategic capacity 214 Key change problems and solutions 215 Key change problems: organizational capacity to change 215 Key change problems: symptoms and sources 216 Key change problems: changing how we change 218 Key change problems: changing the organization or helping it learn to change? 219 Conclusions 220 PART 3 CONCLUSIONS 223 9 Implications for leaders of organizations 225 Dilemmas and paradoxes of strategy and of business models 229 Dilemmas and paradoxes of organizing 233 Dilemmas and paradoxes of performance management 233 Dilemmas of innovation 234 The paradoxes of change 236 Cross-cutting applications and a summary of lessons for leaders 237 References 243 Index 253
John Storey is Professor of Management at The Open University Business School. He regularly consults for public and private sector organisations and has served on several governmental advisory panels. He is Chairman of the Involvement & Participation Association (IPA). He has served as journal editor and sits on several journal editorial boards. He has authored and edited around 20 books and published widely in leading international journals. He has led many large-scale research projects; current work focuses health service organisation, governance and management. Graeme Salaman is Professor of Organisation Studies, Open University Business School. He has written many books and articles. He has worked as a consultant at senior levels in eight countries for clients such as Sun Microsystems, Willis, BAT, Allianz, Ernst & Young, the government of Ethiopia, Rolls Royce and Morgan Stanley. Recent projects include work in Ethiopia where he has worked on change issues in the Minister of Foreign Affairs, and the Ministry of Information. .
In the midst of the most severe recession for 80 years there is little need to argue that organizations are beset by dilemmas and paradoxes. Confidence in prevailing business models and in the underlying assumptions underpinning business decisions over many decades has now been shaken. But it is not enough to rail against arrogance and greed. Within their own (flawed) assumptions bankers and corporate leaders were acting rationally. A major reason for the failure to anticipate and warn is that observers of organizations usually tend to view organizations in terms similar to those employed by the people who run them: as rational, sensible and objective, whereas, in fact, they are usually confused and confusing, paradoxical and contradictory entities. Paradox is at the heart of how organizations work (or don’t work) yet the phenomenon has been strangely unstudied. In an age of crisis and uncertainty, dilemmas and paradoxes are especially evident and prevalent. The fascination and the promise of paradox is that there is also a sense that there is a hidden truth entwined within the opposites. This we contend is a challenge for leaders. The ultimate responsibility of leadership is to make sense of these and to handle them in a competent manner. This demands a new mode of leadership. The management of dilemma and paradox it is contended, the essence of leadership today. Paradoxical forces provide a dynamism which, although often experienced as potentially threatening, discomforting and negative can also be exciting, promising and positive. "The assumption that organizations are rational entities is challenged every day in the work environment by a rich reality of asymmetries between conflicting forces, complexity, hidden intentions and paradoxes. Anyone wanting to understand the real forces that govern organizations should read this book. A must read for modern leaders who have the intellectual honesty to lead organisations with open eyes and not with the over simplifications and clichés of the past"--Giovanni Ghisetti, Director Business Transformation, Coca Cola Enterprises Europe "Storey and Salaman’s description of the paradoxes which characterise leadership today is hauntingly accurate. Their intelligent optimism that those dilemmas can be met is as encouraging as it is challenging for those of us who have to do just that. Having read the insights in this book I now understand how their business advice was always so pertinent".--Andy Street, Managing Director of John Lewis

Diese Produkte könnten Sie auch interessieren:

Applied EI
Applied EI
von: Tim Sparrow, Amanda Knight
PDF ebook
34,99 €
The Project Meeting Facilitator
The Project Meeting Facilitator
von: Tammy Adams, Janet A. Means, Michael Spivey
PDF ebook
57,99 €
Beyond the Babble
Beyond the Babble
von: Bob Matha, Macy Boehm, Marcia Silverman
PDF ebook
16,99 €