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The rapid rate of change in our modern world, driven by the enabling technology of the transistor, has strained the ability of many organizations to function effectively.
Member rating: No Rating | Words: | Submitted: Mon Dec 29 2003
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Table of Contents EXECUTIVE SUMMARY 2 1.0 INTRODUCTION 3 2.0 MECHANICAL AGE 4 2.1 DEFINITION 4 2.2 TYPES OF MECHANICAL AGE 4 3.0 TURBULENT & COMPLEX WORLD 6 3.1 DEFINITION 6 3.2 ORGANIZATIONS IN TURBULENT & COMPLEX WORLD 7 3.3 REASONS FOR NEW ORGANIZING PRINCIPLES 8 3.4 MANAGERS IN A MECHANISTIC ORGANIZATION AND THINKING 9 3.5 MANAGERS IN A COMPLEX & TRANSFORMATION ORGANIZATION AND THINKING 9 4.0 NEED FOR SHIFTING FROM MECHANISTIC THINKING TO ORGANIZATIONAL COMPLEXITY AND TRANSFORMATION 11 4.1 FUNCTIONALIST PARADIGM 12 4.2 INTERPRETIVE PARADIGM 15 4.3 RADICAL HUMANISTIC PARADIGM 17 4.4 RADICAL STRUCTURALIST PARADIGM 18 5.0 CONCLUSION 20 REFERENCES 21 Executive Summary Recognize it or not, to organizational leaders, science matters. While names like Galileo, Newton, and Descartes do not routinely appear on lists of management gurus, scientists such as these have had a profound effect on management thinking, and thinking in general. Science shapes the way we view the world; providing metaphors that help us make sense of events, and thereby giving us a framework for acting to influence the future course of those events. Despite our attempts to control the machine of the modern...
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