A01=Chris Mowles
Author_Chris Mowles
Black Box
Category=JBF
Category=KJ
Category=KJC
Category=KJM
Category=KJMB
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Category=KJU
Competing Values Framework
Complex Adaptive Systems
Complex Adaptive Systems Theory
Complex Responsive Processes
Complex Social Phenomena
Complexity Sciences
complexity sciences in management practice
Contemporary Management Literature
Contemporary Management Theory
Contemporary Society
Conventional Management Theory
Current Management Literature
De Waal
Dominant Managerial Discourse
Energy Sources
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eq_business-finance-law
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eq_non-fiction
eq_society-politics
Ethnomethodological Tradition
improvisation in leadership
Internal Consultancy Role
Joint Undertaking
management education critique
organisational complexity
organisational politics research
Performance Management Expert
Performance Management Literature
Population Wide Pattern
power dynamics workplace
Senior Middle Managers
Thin Simplifications
Transformative Causality
uncertainty in organisations
Winston Parva
Product details
- ISBN 9781138245563
- Weight: 540g
- Dimensions: 174 x 246mm
- Publication Date: 09 Sep 2016
- Publisher: Taylor & Francis Ltd
- Publication City/Country: GB
- Product Form: Paperback
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What do business school graduates learn, and how helpful is it for managing in the everyday, messy reality of organisations? What does it mean to apply 'best practice', or to take up 'evidence-based management' and what kind of thinking does this imply? In Rethinking Management, Chris Mowles argues that many management courses still largely assume a linear and predictable world, when experience tells us that the opposite is the case. He questions some of the more orthodox conceptual assumptions that underpin much management education and instead, encourages leaders and managers to take their everyday experience of working with others seriously. People in organisations co-operate and compete to get things done, and constrain and enable each other in relationships of power. Because of this there are always unintended consequences of our actions - uncertainty is inherent in the everyday. Chris Mowles draws on the complexity sciences, the sciences of uncertainty rather than certainty, and the social sciences to explore more helpful ways to think and talk about our lived reality. He takes concrete examples from contemporary organisations, to argue that understanding the radical implications of uncertainty is central to the task of leading. Rethinking Management explores narrative alternatives to the ubiquitous grids and frameworks that are routinely taught in business schools, and encourages management professionals and educators to recognise the importance of judgement, improvisation and the everyday politics of organisational life.
Chris Mowles is Professor of Complexity and Management, Director of the Doctor of Management Programme, and member of the Complexity Research Group at the University of Hertfordshire. The programme takes as students senior management professionals and consultants and encourages them to take their practice as the focus of their doctoral research, and to locate their enquiry in broader traditions of the natural and social sciences. Professor Mowles is also a practising consultant and has worked in a large number of different organisations over the last 20 years. He has published widely in academic journals and has been a guest lecturer in a variety of academic institutions in the UK, Europe and Canada.
