Details

Autor(en) / Beteiligte

• Owen, Trevor

Titel

Making organisations work

Ist Teil von

• International series on the quality of working life : 7

Ort / Verlag

Boston, MA : Springer US

Erscheinungsjahr

1978

Link zum Volltext

• Volltext

Beschreibungen/Notizen

• 1. The Management Energy Crisis -- How we use management energy -- 2. Industry in a Social Perspective -- The aims of Western society -- Living with uncertainty -- Intervention by society into industry -- Ignorance of industry in society -- Turbulence and uncertainty �́� and individual freedom as well! -- Managing in a democracy -- The location of power in industrial organisations -- The diffusion of power -- Fundamental changes in the management task. -- 3. Sources of Energy within the Organisation. -- The nature of complex organisations -- The manager at the interface and the sources of energy at his disposal -- Releasing the energy of the working group -- Boundary control -- Second thoughts about boundaries -- Boundaries may shield people from reality -- The work group as an �́�open system�́� and the boundary as an infinitely permeable membrane -- 4. Using the Energy Sources -- Co-operation and sharing power -- Ways of avoiding anarchy -- Mutual hostility and mutua
• Creating an environment of mutual trust -- Sharing problems and the�́� san Andreas Fault�́� syndrome -- The pain barrier -- Crossing the pain barrier �́� or not -- 5. Creating Energy Networks -- False linking pins -- Improving linkages -- Using linkages to create a common framework of perception -- 6. Management Decision Making -- Conflict between the objectives of the organisation and the objectives of individuals within the organisation -- When people seek to avoid decisions -- Finding the right level for decisions to be made -- 7. The Nature of the Management Task and the Problems of Achieving IT -- Is a manager necessary? -- Managers in other cultures -- Conflict in a democratic society and its implication for the manager -- Identifying the maximum area of common purpose -- Letting reality in -- Helpful and unhelpful interventions -- Questions for the manager to put to the group he manages -- 8. Who�́�s on our Side? -- Evading the pressures of society --^
• The two different worlds of manager -- Bringing the two worlds closer together -- 9. Come Back Leadership, All is Forgiven! -- The manager as a leader -- Creating a framework of shared values -- Decisions of fact and decisions of stance -- 10. Management Energy �́� Conservation Plan
• I have worked as a manager in a large industrial organisation for the last twenty years. During that time I have seen the job of a manager change almost out of recognition in both complexity and difficulty. For the last five ofthose years I have held ajob which has been much concerned with the problems which managers face under these cir℗Ư cumstances, and I have been in the position to discuss these pro℗Ư blems with people doing similar jobs in other large organisations, who have in turn often asked me for advice on their problems. The result has been to build up a general picture of the manager in large and complex industrial organisations and of those practices which will help him or her to be effective and those which will not. I suspect that the picture which emerges is one which may have some validity for large and complex organisations in other spheres - trade unions, for instance, or the civil service - but I have no first-hand evidence to show whether this is so or not. It is a picture which is certainly not so relevant for small organisations. These (and I have had the pleasure of working in some from time to time) have their own problems, but they tend to be different ones