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Managerial Dilemmas [electronic resource] : Exploiting paradox for strategic leadership

By: Contributor(s): Material type: Computer fileComputer filePublisher number: 9781405160278Publication details: Hoboken : John Wiley & Sons, Ltd., 2010.ISBN:
  • 9781444316599
Subject(s): Genre/Form: Additional physical formats: Print version:: Managerial Dilemmas : Exploiting paradox for strategic leadershipDDC classification:
  • 658.4 658.4092
LOC classification:
  • HD57.7 .S758 2009
Online resources:
Contents:
Managerial Dilemmas: Exploiting Paradox for Strategic Leadership; Contents; Preface; List of case o rganizations; About the authors; Part 1: INTRODUCTION; 1: Exploiting dilemmas and paradoxes through a new mode of leadership; 2: The nature of dilemma and paradox; Part 2: THE SIX DILEMMAS AND PARADOXES; 3: Dilemmas and p aradoxes of strategy; 4: Dilemmas and paradoxes of organizational form and structuring; 5: Dilemmas and paradoxes of performance management; 6: Dilemmas and paradoxes of innovation; 7: Dilemmas and paradoxes of managers' knowledge
8: Dilemmas and paradoxes of organizational changePart 3: CONCLUSIONS; 9: Implications for leaders of organizations; References; Index
Summary: 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 t
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Enhanced descriptions from Syndetics:

Description based upon print version of record.

Managerial Dilemmas: Exploiting Paradox for Strategic Leadership; Contents; Preface; List of case o rganizations; About the authors; Part 1: INTRODUCTION; 1: Exploiting dilemmas and paradoxes through a new mode of leadership; 2: The nature of dilemma and paradox; Part 2: THE SIX DILEMMAS AND PARADOXES; 3: Dilemmas and p aradoxes of strategy; 4: Dilemmas and paradoxes of organizational form and structuring; 5: Dilemmas and paradoxes of performance management; 6: Dilemmas and paradoxes of innovation; 7: Dilemmas and paradoxes of managers' knowledge

8: Dilemmas and paradoxes of organizational changePart 3: CONCLUSIONS; 9: Implications for leaders of organizations; References; Index

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 t