Good day
May you kindly assist with answering the below assignment question:
Discuss the concept of “Emergence” by questioning the claim that there is a
“Science of organisation” and a “Science of management”. (Tip: See Mintzberg).
Page 1 (untitled) A01_STAC8748_07_SE_FM.indd Strategic Management and Organisational Dynamics A01_STAC8748_07_SE_FM.indd 1 8/25/15 4:26 PM At Pearson, we have a simple mission: to help people make more of their lives through learning. We combine innovative learning technology with trusted content and educational expertise to provide engaging and effective learn- ing experiences that serve people wherever and whenever they are learning. From classroom to boardroom, our curriculum materials, digital learning tools and testing programmes help to educate millions of people worldwide more than any other private enterprise. Every day our work helps learning flourish, and wherever learning flourishes, so do people. To learn more please visit us at www.pearson.com/uk A01_STAC8748_07_SE_FM.indd 2 8/25/15 4:26 PM www.pearson.com/uk Strategic Management and Organisational Dynamics The Challenge of Complexity to Ways of Thinking about Organisations Seventh edition Ralph D. Stacey and Chris Mowles A01_STAC8748_07_SE_FM.indd 3 8/25/15 4:26 PM Pearson Education Limited Edinburgh Gate Harlow CM20 2JE United Kingdom Tel: +44 (0)1279 623623 Web: www.pearson.com/uk First published under the Pitman Publishing imprint 1993 (print) Second edition published 1996 (print) Third edition published 2000 (print) Fourth edition published 2003 (print) Fifth edition published 2007 (print) Sixth edition published 2011 (print and electronic) Seventh edition published 2016 (print and electronic) © Ralph D. Stacey 1993, 1996, 2000, 2003, 2007 (print) © Ralph D. Stacey 2011, 2016 (print and electronic) The rights of Professor Ralph D. Stacey and Professor Chris Mowles to be identified as au- thors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1988. The print publication is protected by copyright. Prior to any prohibited reproduction, storage in a retrieval system, distribution or transmission in any form or by any means, electronic, mechanical, recording or otherwise, permission should be obtained from the publisher or, where applicable, a licence permitting restricted copying in the United Kingdom should be obtained from the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London EC1N 8TS. The ePublication is protected by copyright and must not be copied, reproduced, transferred, distributed, leased, licensed or publicly performed or used in any way except as specifically permitted in writing by the publishers, as allowed under the terms and conditions under which it was purchased, or as strictly permitted by applicable copyright law. Any unauthorised distribution or use of this text may be a direct infringement of the author’s and the publishers’ rights and those responsible may be liable in law accordingly. All trademarks used herein are the property of their respective owners. The use of any trademark in this text does not vest in the author or publisher any trademark ownership rights in such trademarks, nor does the use of such trademarks imply any affiliation with or endorsement of this book by such owners. Pearson Education is not responsible for the content of third-party internet sites. ISBN: 978-1-292-07874-8 (print) 978-1-292-07877-9 (PDF) 978-1-292-07875-5 (eText) British Library Cataloguing-in-Publication Data A catalogue record for the print edition is available from the British Library Library of Congress Cataloging-in-Publication Data Stacey, Ralph D., author. Strategic management and organisational dynamics : the challenge of complexity to ways of thinking about organisations / Ralph D. Stacey and Chris Mowles. — Seventh edition. pages cm ISBN 978-1-292-07874-8 1. Strategic planning. 2. Organizational behavior. I. Mowles, Chris, author. II. Title. HD30.28.S663 2016 658.4’012—dc23 2015026419 10 9 8 7 6 5 4 3 2 1 20 19 18 17 16 Print edition typeset in 10/12.5 Sabon LT Pro by 76 Printed in Slovakia by Neografia NOTE THAT ANY PAGE CROSS REFERENCES REFER TO THE PRINT EDITION A01_STAC8748_07_SE_FM.indd 4 8/25/15 4:26 PM www.pearson.com/uk Brief contents List of boxes xiii List of tables xiv Preface xv 1 Strategic management in perspective: a step in the professionalisation of management 2 2 Thinking about strategy and organisational change: the implicit assumptions distinguishing one theory from another 28 Part 1 Systemic ways of thinking about strategy and organisational dynamics 3 The origins of systems thinking in the Age of Reason 48 4 Thinking in terms of strategic choice: cybernetic systems, cognitivist and humanistic psychology 66 5 Thinking in terms of organisational learning and knowledge creation: systems dynamics, cognitivist, humanistic and constructivist psychology 100 6 Thinking in terms of organisational psychodynamics: open systems and psychoanalytic perspectives 128 7 Thinking about strategy process from a systemic perspective: using a process to control a process 150 8 A review of systemic ways of thinking about strategy and organisational dynamics: key challenges for alternative ways of thinking 176 9 Extending and challenging the dominant discourse on organisations: thinking about participation and practice 202 A01_STAC8748_07_SE_FM.indd 5 8/25/15 4:26 PM vi Brief contents Part 2 The challenge of complexity to ways of thinking 10 The complexity sciences: the sciences of uncertainty 238 11 Systemic applications of complexity sciences to organisations: restating the dominant discourse 266 Part 3 Complex responsive processes as a way of thinking about strategy and organisational dynamics 12 Responsive processes thinking: the interplay of intentions 302 13 The emergence of organisational strategy in local communicative interaction: complex responsive processes of conversation 338 14 The link between the local communicative interaction of strategising and the population-wide patterns of strategy 362 15 The emergence of organisational strategy in local communicative interaction: complex responsive processes of ideology and power relating 388 16 Different modes of articulating patterns of interaction emerging across organisations: strategy narratives and strategy models 416 17 Complex responsive processes of strategising: acting locally on the basis of global goals, visions, expectations and intentions for the ‘whole’ organisation over the ‘long-term future’ 456 18 Complex responsive processes: implications for thinking about organisational dynamics and strategy 486 References 519 Index 545 A01_STAC8748_07_SE_FM.indd 6 8/25/15 4:26 PM Contents List of boxes xiii List of tables xiv Preface xv 1 Strategic management in perspective: a step in the professionalisation of management 2 1.1 Introduction 2 1.2 The origins of modern concepts of strategic management: the new role of leader 6 1.3 Ways of thinking: stable global structures and fluid local interactions 15 1.4 Outline of the book 21 Further reading 26 Questions to aid further reflection 26 2 Thinking about strategy and organisational change: the implicit assumptions distinguishing one theory from another 28 2.1 Introduction 28 2.2 The phenomena of interest: dynamic human organisations 29 2.3 Making sense of the phenomena: realism, relativism and idealism 33 2.4 Four questions to ask in comparing theories of organisational strategy and change 39 Further reading 41 Questions to aid further reflection 41 Part 1 Systemic ways of thinking about strategy and organisational dynamics 3 The origins of systems thinking in the Age of Reason 48 3.1 Introduction 49 3.2 The Scientific Revolution and rational objectivity 51 3.3 The eighteenth-century German philosopher Immanuel Kant: natural systems and autonomous individuals 52 3.4 Systems thinking in the twentieth century: the notion of human systems 57 A01_STAC8748_07_SE_FM.indd 7 8/25/15 4:26 PM viii Contents 3.5 Thinking about organisations and their management: science and systems thinking 59 3.6 How systems thinking deals with the four questions 63 3.7 Summary 64 Further reading 64 Questions to aid further reflection 64 4 Thinking in terms of strategic choice: cybernetic systems, cognitivist and humanistic psychology 66 4.1 Introduction 67 4.2 Cybernetic systems: importing the engineer’s idea of self- regulation and control into understanding human activity 68 4.3 Formulating and implementing long-term strategic plans 74 4.4 Cognitivist and humanistic psychology: the rational and the emotional individual 82 4.5 Leadership and the role of groups 86 4.6 Key debates 87 4.7 How strategic choice theory deals with the four key questions 91 4.8 Summary 96 Further reading 98 Questions to aid further reflection 98 5 Thinking in terms of organisational learning and knowledge creation: systems dynamics, cognitivist, humanistic and constructivist psychology 100 5.1 Introduction 101 5.2 Systems dynamics: nonlinearity and positive feedback 102 5.3 Personal mastery and mental models: cognitivist psychology 105 5.4 Building a shared vision and team learning: humanistic psychology 111 5.5 The impact of vested interests on organisational learning 116 5.6 Knowledge management: cognitivist and constructivist psychology 117 5.7 Key debates 120 5.8 How learning organisation theory deals with the four key questions 122 5.9 Summary 125 Further reading 126 Questions to aid further reflection 126 6 Thinking in terms of organisational psychodynamics: open systems and psychoanalytic perspectives 128 6.1 Introduction 129 6.2 Open systems theory 129 6.3 Psychoanalysis and unconscious processes 132 6.4 Open systems and unconscious processes 137 6.5 Leaders and groups 140 6.6 How open systems/psychoanalytic perspectives deal with the four key questions 143 6.7 Summary 147 Further reading 148 Questions to aid further reflection 148 A01_STAC8748_07_SE_FM.indd 8 8/25/15 4:26 PM Contents ix 7 Thinking about strategy process from a systemic perspective: using a process to control a process 150 7.1 Introduction 151 7.2 Rational process and its critics: bounded rationality 151 7.3 Rational process and its critics: trial-and-error action 154 7.4 A contingency view of process 158 7.5 Institutions, routines and cognitive frames 159 7.6 Process and time 161 7.7 Strategy process: a review 163 7.8 The activity-based view 165 7.9 The systemic way of thinking about process and practice 170 7.10 Summary 174 Further reading 174 Questions to aid further reflection 175 8 A review of systemic ways of thinking about strategy and organisational dynamics: key challenges for alternative ways of thinking 176 8.1 Introduction 177 8.2 The claim that there is a science of organisation