Integrating the Individual and the Organization
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€61.50
A01=Chris Argyris
Author_Chris Argyris
behavioral science research
Category=KJMV2
challenging organizational assumptions
Chris Argyris
corporate change strategies
Custodial Organizations
Dispensary Visits
double-loop learning
Enlarged Jobs
eq_bestseller
eq_business-finance-law
eq_isMigrated=1
eq_isMigrated=2
eq_nobargain
eq_non-fiction
Feedback
Formal Informal Dichotomy
Glacier Metal
hierarchical structures
High Skill Employees
Individual Mental Health
Interdepartmental Rivalries
Job Enlargement
Low Skill Employees
Lower Level Employee
management innovation
organizational justice
Personnel Representative
Positive Mental Health
Proposition Ii
psychological
Psychological Energy
Psychological Success
Pyramidal Structure
Scanlon Plan
Self-actualization Congruency
Short Time Perspective
Structure Iii
success
Top Line Management
Vice Versa
Young Men
Product details
- ISBN 9780887388033
- Weight: 408g
- Dimensions: 152 x 229mm
- Publication Date: 30 Jan 1990
- Publisher: Taylor & Francis Inc
- Publication City/Country: GB
- Product Form: Paperback
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The emphasis on organizational change in the corporate life of recent years-including job redesign, autonomous groups, high performance work systems, and the redesign of control systems-owes a great deal to the pioneering work of Chris Argyris.This book examines how individuals in organizations can become more effective, in turn making organizations more effective. It explores the conventional pyramidal structure of organizations, in which there is top-down control by managers over workers, and examines their negative consequences. These include organizational injustice and eventually irrational decision-making. Argyris also discusses the characteristic learning system of the modern organization, which he describes as "single-loop" in character. This system, he argues, is only adequeate enough to permit the organization to implement existing policies. It does not permit the more difficult and comprehensive task of questioning underlying goals and assumptions, which he terms "doubt loop" learning. In this kind of learning, the organization is able to confront the more difficult problems that affect organizations in a time of transition.In his new introduction, Argyris reviews the strengths and limitations of the argument advanced in Integrating the Individual and the Organization. He describes why the pyramidal structure endures, and why creating a self-learning organization is an even more challenging task than he has imagined. The book will be of interest to professionals with a long-standing interest in organizational development as well as those just entering the field, managers confronting the challenge of organization change, and researchers in organizational behavior and theory.
