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Draws together extensive research on leadership, change, and organizational performance to help leaders make sense of the complexities and contradictions of organizational life. Explains how managers can come to see new possibilities for structuring organizations, designing jobs, and solving daily problems by learning to embrace and transcend paradoxes.
- Sales Rank: #661841 in Books
- Published on: 1991-10-28
- Original language: English
- Number of items: 1
- Dimensions: 9.23" h x .61" w x 6.28" l, .68 pounds
- Binding: Paperback
- 224 pages
From the Inside Flap
Draws together extensive research on leadership, change, and organizational performance to help leaders make sense of the complexities and contradictions of organizational life. Explains how managers can come to see new possibilities for structuring organizations, designing jobs, and solving daily problems by learning to embrace and transcend paradoxes.
From the Back Cover
Draws together extensive research on leadership, change, and organizational performance to help leaders make sense of the complexities and contradictions of organizational life. Offering rich stories and insights from business, Quinn explains how managers can come to see new possibilities for structuring organizations, designing jobs, and solving daily problems by learning to embrace and transcend paradoxes.
About the Author
ROBERT E. QUINN is chair of the Department of Organizational Behavior and Human Resource Management at the University of Michigan School of Business. He is coauthor of Becoming a Master Manager (1990).
Most helpful customer reviews
16 of 17 people found the following review helpful.
A brilliant idea!
By M. Broderick
Many management books prescribe one management method as the cure-all which would resolve all problems. Others suggest that one management philosophy is the only one appropriate for a given organization. This book suggests that there are several basic management philosophies, and that organizations go through different cycles with a different managerial approach being correct for each stage in the cycle. The best managers are those who are able to determine the best approach at a given time, use it until it is no longer needed, then switch to the appropriate new strategy. I could have wished for more depth, but still found the book worthwhile. I'd also like to have seen more on becoming a "master manager", but that seems to have been reserved for another book!
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