What a mess : participation as a simple managerial, rule to `complexify' organizations
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ArticlePublisher: 2002Journal of Management Studies 39, 2, p. 189-206Abstract: This paper adopts a view of organizations as complex adaptivesystems and makes a case for making organizations more complex internally through the use of a fairly simple managerial rule - using participative decision making. Participation in decision making enhances connectivity in organizations, which in turn, gives the organization the ooportunity to self-organize and co-evolve in more effective ways than when there is minimal connectivity (i.e., autocracy). The paper uses a specific body of research to support the arguments about why participation can benefit the practice3 of management in modern organizations
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
This paper adopts a view of organizations as complex adaptivesystems and makes a case for making organizations more complex internally through the use of a fairly simple managerial rule - using participative decision making. Participation in decision making enhances connectivity in organizations, which in turn, gives the organization the ooportunity to self-organize and co-evolve in more effective ways than when there is minimal connectivity (i.e., autocracy). The paper uses a specific body of research to support the arguments about why participation can benefit the practice3 of management in modern organizations
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