Chapter
01 Management and organization
Introduction – traditions and normative stances
Organizational ambidexterity: opening Pandora’s paradox
02 Historical and contemporary contexts
Modernism – a key shaping force of the contemporary world
Positivism and its role in modern business
Frame of reference and epistemology – contextualizing modernism and positivism
The enduring legacy and impact of modernism and positivism
Modernism, fads and fashions in organizational life and literature
03 Using critical management approaches in managing people and organizations
Thinking about positivistic and modernistic views of management as mainstream
Critical management studies
Underpinning philosophies of CMS
Some key ideas from postmodernism and poststructuralism for organization and management
Examples of postmodernism and poststructuralism in action
04 Leadership and management
Views on leadership and management
Managing for effectiveness and efficiency
A suggested model for good practice: a mixture of measurement and management
Leading performance now and in the future
05 Employee engagement through effective communications
The meaning of employee engagement
Internal marketing communications
The influence of new communications media
06 Leadership and trust – how to build a trustworthy company
Rethinking leadership myths
Listening is key to effective management
07 Effective team-working in contemporary organizations
Formal and informal groups
The challenges of team-working
08 Managing internet user behaviour within organizations
Talkin’ ’bout my generation
Age difference in internet use: mind the gap
Limitations of the GT approach
How to distinguish the different generations in the workplace
09 Arts pedagogy in management development
Some fundamental assumptions
Introduction to arts in organizations
A theory and practice of Mode 2b knowledge production
Example 1: Manager learning community
Example 2: Pre-text-based drama
10 Viewing leadership from a systemic perspective
The metaphor of the fish tank and the fish
Seeing challenges as system contexts for interventions
System blindness and system sight
Discomfort with systems thinking
The rise of ‘wicked’ problems
Challenging the traditional, individual-centric model
Understanding where failure has systemic roots
Complexity and risk avoidance
Levels of systemic leadership thinking and practice
11 Leading and managing people through change and resistance to change
Leading and managing change: challenges and issues
Organizational Management
：Approaches and Solutions
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