Louis R. Pondy was a leading management and organizational studies scholar whose work on open systems helped launch and define the future of the field. This book offers an assessment of Pondy’s contribution, through critical reflection on what happened to the relationship between conflict theory and “beyond open systems.” Exploring the ways in which Louis R. Pondy theorizes conflict and systems, and how he challenged the status quo paradigms, this book offers a historical analysis on Pondy’s work and the relation to contemporary management theory. The author develops a Triple Loop framework, building on Pondy’s theories as well as the work of Gregory Batesom, to demonstrate a beyond-open-systems approach and existing single- or double-loop systems. Demonstrating the value and legacy of Louis R. Pondy, this book will have international appeal to researchers, academics and students across management disciplines and organizational studies, including systems thinking and conflict resolution.

Brands started out as communication tools to influence the image of companies or products (inside-out thinking) but have developed into channels of social forces. Powerful brands impact not just customer decisions but also markets and social institutions, such as fashion trends, city life, or even social movements. This book explores the implications of Niklas Luhmann’s theory of social systems for the theory and practice of agile brand management, in particular highlighting the central role of brand aesthetics and of brands as channels for mutual education between companies and consumers. Since the rise of social media, “perfect” brands have become the mirror of community values as the communities themselves develop brand content. Brands themselves become “living systems” and evolve like systems do. The author introduces systems theory to provide a conceptual framework that integrates the different views of branding: inside-out and outside-in thinking. This Luhmannian theory of branding is discussed against the current background of (Western) societies, which are undergoing a broad shift from hard to soft selling in marketing, influenced by social media. The book is not about whether closed systems analysis and discussion can or should replace traditional management; moreover, it emphasizes the fruitful insights and demonstrates that the power of management is limited and should be extended by looking at the means of closed systems. This book will be of primary value to scholars with an interest in systems theory and thinking, brand theory, and management. The interdisciplinary approach also makes the book a valuable resource for those researching change management, agile management, and sociology.

With more than half the papers new to this book, the fourth edition of Readings in Managerial Psychology represents a substantial revision of this popular text. This edition focuses more than ever on the managing process, both within and between organizations, and such "soft" issues as managing creativity and imagination, managers' values and beliefs, and organizational culture play a larger role than they have before. Readings in Managerial Psychology is designed for managers in business and industry, students of management, public and university administrators, and executives in other organizations. The collection can be used independently or as a companion volume to Harold J. Leavitt and Homa Bahrami's Managerial Psychology: Managing Behavior in Organizations (5th edition, 1988), also published by the University of Chicago Press.

To many individuals and organisations, situations generated by the world coronavirus pandemic have posed challenges and opportunities. We need to rethink how we interact with each other and with our natural environments. This book offers a way forward by proposing the use of rituals insight: semi-encoded patterns of thinking or actions to help us rebuild a sense of community, which, integrated with insights of applied systems thinking, and in contrast to a dominant pragmatist orientation of thinking and action, could help us further cope with work or education situations in which we still want to pursue our authenticity as human beings. This book offers ways to help make sense of how we could systemically and compassionately slow down and cope with work or education during and after the world coronavirus pandemic. It does so by integrating ideas about ritual with current research and practice on applied systems thinking. The author establishes a dialogue for co-existence between individuals and the knowledge disciplines of creativity and applied systems thinking, using the mediation of rituals to help us appreciate our world with others. This conversation is much needed given our sense of uncertainty during and after the world coronavirus pandemic and the challenges or opportunities offered by hybrid work and education. Throughout the book, the conversation explores new directions for research and practice beyond “futureaction” perspectives or orientations and the inclusion of electronically mediated spaces. The insights provided in this book offer a vital resource for management researchers and upper-level students, particularly those researching and studying applied systems thinking and creativity.

This book explores how the conceptual lens of Holistic Flexibility presents new advancements in systems thinking. Systems thinking is often associated with frameworks and methodologies that often confine the discipline to academic circles in operations research and management science (OR/MS). Holistic Flexibility for Systems Thinking and Practice challenges this status-quo and talks about systems thinking as a state of mind, giving it a cognitive character. The book presents both theoretical deliberations and practitioner cases of Holistic Flexibility. The development of systems thinking in OR/MS is described leading to the latest debates on the subject and the key pillars of Holistic Flexibility are discussed in detail. A range of case studies are presented that offer a firsthand experience of Holistic Flexibility in practice. Learnings are drawn to highlight the importance of a spiritual approach in management, an understanding which is used to further develop the conceptual lens of Holistic Flexibility since it was first introduced. This book presents a range of competencies required for systems practitioners to address and respond to complex situations in an interconnected world. A bold attempt to pragmatize systems thinking and systems practice, the ideas presented in this book weave a thread between the development of the discipline, current debates, and what lies ahead. It will be highly beneficial for OR/MS researchers and graduate students who are interested in systems thinking as well as researchers interested in connecting modern management thinking and Eastern mysticism.

First published in 1997, this volume asks: when was ‘The Postmodern’ in the History of Management Thought? Marta B. Calás and Linda Smircich have chosen this subtitle as entry point to the collection for several reasons. The first, and most evident, is that it prompts us to reflect on the inclusion of a volume on postmodern organization studies within a series of books on the history of management thought. What does such inclusion signal? Are we saying that we are past the postmodern in organization studies? That we have transcended modernity and, beyond, postmodernity? Similar to other social sciences, organization and management studies in the Anglo-American and European academy became impressed by the styles of ‘postmodernism’ and their epistemological companions, ‘poststructuralisms’, during the 1980s. For this collection we have selected twenty two journal articles, published between 1985 and 1996, that we consider emblematic of postmodern endeavours in management thought, as they further our understanding of how ‘truth’ (of any paradigmatic persuasion), is fashioned through particular discourses and other signifying practices. Taken together, these articles address the following questions: What has the field accomplished through attempts at being postmodern? With what consequences? And, where does the field stand now, if it is still/already (going) after ‘the postmodern’? In our view ‘the postmodern’ cannot transcend modern management thought; it is, rather, part of it. Nevertheless, the mere appearance of efforts towards making the field ‘postmodern’ makes it important to account for them in the history of the field. Such is the narrative that we are trying to portray in this volume.

Organization Theory and Public Management is written for current and future public managers. Understanding organization theory helps managers at all levels define program objectives, overcome constraints, and accomplish mandated purposes. Armed with theoretical and conceptual knowledge, managers can better identify the factors that affect organizational performance, determine how these factors interrelate, and decide how best to resolve problems and attain goals. Familiarity with organization theory can facilitate fresh ways to view organizational challenges and discover new paths for pursuing change. Organization theory, supported by intuition and common sense, can be a powerful guide to action. The book approaches each organization theory school of thought on its own terms, drawing out its implications for public management as objectively as possible. Chapter 1 introduces organization theory as a field of study, chapter 2 establishes the unique context of public management, and chapter 3 presents three analytical frameworks for assessing the theories of organization covered in the twelve chapters that follow.

This comprehensive text provides a detailed review and analysis of the building-block theories in the macro-organizational behavior field. John Miner has identified the key theories that any student or scholar needs to understand to be considered literate in the discipline. Each chapter includes the background of the theorist represented, the context in which the theory arose, the initial and subsequent theoretical statements, research on the theory by the theory's author and others (including meta-analysis and reviews), and practical applications. Special features, including boxed summaries of each theory at the beginning of each chapter; two introductory chapters on the scientific method and the development of knowledge; and detailed, comprehensive references, help make this text especially useful for every student and scholar in the field.

Electronic Inspection Copy available for instructors here Praise for the first edition: 'At last a well-written, balanced and insightful British book on leadership. It is probable that every theory and assertion of consequence is commented upon. A real tour-de-force.' - Emeritus Professor Gerry Randell, University of Bradford School of Management 'Theory and Practice of Leadership is an all encompassing, global review of examples and case studies that is both comprehensive and easily adaptable to almost any situation one would encounter in leading people.' - Richard J. Conwell, Nova Southeastern University, Journal of Applied Management and Entrepreneurship If you are looking for a more holistic and critical take on the field of leadership, look no further! The second edition of this engaging and highly-respected text offers an exploration of leadership in a variety of contexts, both profit-orientated and non-profit. New to this edition: Refined to capture and delineate the essential theories more clearly, with broader coverage taking in the latest developments in areas such as change, politics, assessment and development of leadership, and multiple intelligences. Further development of a new integrative model of core leadership themes and practices. Abundant examples and illustrations, together with detailed explanations of how they apply in practice. A companion website with an Instructor's Manual, PowerPoint slides, links to additional case studies and full-text journal articles. Theory and Practice of Leadership will prove a highly-stimulating read for undergraduate and postgraduate students of leadership and related subjects as well as management consultants and practising managers. Visit the Theory and Practice of Leadership companion website www.sagepub.co.uk/gill to take advantage of additional resources for students and lecturers.

This book reviews the evolution of organization theory literature and explains other theories of organization and the implicit wisdom of the instructor's favorite theory. It helps the reader to understand the relevance of organization theory to the problems of administering public organizations.