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Bibframe Work

The paradox of control in organizations paradox of control in organizations
LCC: HD58.8 .S767 2001 (Source: dlc)
DDC: 658.4 full (Assigner: dlc)
Identified By
Lccn: 2001019576
Table Of Contents
Machine generated contents note: 1 Introduction 1
The central question for organizations: who is "in control"? 3
Real life management: making it up as we go along 6
Outline of the book 9
2 Controlling quality? 13
Getting the feel of it in practice: Contac 400 13
Turning for guidance to the literature on quality control 15
Local communicative interaction in the living present 20
3 The emergence of new products: the story of SmithKline
Beckman and its merger with Beecham 26
Passing judgment on SKB management 27
New product development is supposed to be planned 36
In fact new products and strategic directions emerge:
drawing analogies from the complexity sciences 44
4 Managing in a post-merger situation 53
What the literature has to say on mergers 54
Coping with the post-merger situation at SmithKline
Beecham 56
Networking 68
5 Making sense of the paradox of control in merger situations 76
Organizations as complex responsive processes of relating 78
Power relations 85
The conversational life of an organization 89
6 Measuring performance is not quite as simple as it seems 92
Why measure performance? 93
Project Dashboard 99
Was performance measurement really the task? 105
Ideology and power 109
7 Supply chain management is messier than one might expect 115
The budget review meeting 116
Mess in tension with order: meaning emerges 119
8 Are managers "in control"? 125
Mainstream understanding of control 126
A complex responsive process understanding of the
paradox of control 129
Management as participating in the construction of meaning in the living present 133.
Authorized Access Point
Streatfield, Philip J., 1960- paradox of control in organizations