The dominance of a reductionist approach in studies of managerial science has confined attention of researchers to the coarse aspects of the organization and its regularity. The method of analysis and solution of the problem has been to cancel interference generating unpredictability. The manager has been considered a major player in decision-making models based on the relationship between computational „facts‟. The separation between the complexity of events and management skills has become increasingly wide. It is urgent to rethink theories and managerial skills that may consider human actions as carriers of meanings, the organizations as emergent relationships based on „values‟ and organizational change as a permanent process of development and evolution of personal know-how. Our contribution to the role of redundancy is part of the mainstream studies of organizational change best practices. Our view is that change creativity is a property of „relational activity‟ and that it is necessary that management is able to acquire those „subtle skills‟, both in studies and in practice, to be a „co-generator of organizational values and well-being‟.

Redundancy: bounded or generative order? Co-evolutionary change manager skills and organizational well-being

SIMONCINI, Dario;
2012-01-01

Abstract

The dominance of a reductionist approach in studies of managerial science has confined attention of researchers to the coarse aspects of the organization and its regularity. The method of analysis and solution of the problem has been to cancel interference generating unpredictability. The manager has been considered a major player in decision-making models based on the relationship between computational „facts‟. The separation between the complexity of events and management skills has become increasingly wide. It is urgent to rethink theories and managerial skills that may consider human actions as carriers of meanings, the organizations as emergent relationships based on „values‟ and organizational change as a permanent process of development and evolution of personal know-how. Our contribution to the role of redundancy is part of the mainstream studies of organizational change best practices. Our view is that change creativity is a property of „relational activity‟ and that it is necessary that management is able to acquire those „subtle skills‟, both in studies and in practice, to be a „co-generator of organizational values and well-being‟.
2012
9789814383325
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11564/337896
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