Managerial Dilemmas: Exploiting Paradox for Strategic Leadership | by John Storey and Graeme Salaman | 2009 | ISBN: 9781405160278. Management Books. Strategy Books.

November 20, 2009 by kutenk
Filed under: Business Books 

Managerial Dilemmas: Exploiting Paradox for Strategic Leadership

by John Storey and Graeme Salaman
2009 (224 pages)
ISBN:9781405160278

An invaluable guide to the most current management issues, this book will assist executives and management students to make better sense of the different spheres of management activity by exploring them in relation to each other.

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Managerial Dilemmas—Exploiting Paradox for Strategic Leadership







Preface
Part 1 – Introduction
Chapter 1 – Exploiting Dilemmas and Paradoxes through a New Mode of Leadership
Overview
Meanings of dilemmas and paradox
The exploitation of paradox
Types
Dilemma/paradox 1: strategy and business models
Dilemma/paradox 2: organizational structuring
Dilemma/paradox 3: performance and control
Dilemma/paradox 4: innovation dilemmas
Dilemma/paradox 5: managers’ knowledge
Dilemma/paradox 6: organizational change
The role of leadership
Conclusions
Organization of the book

Chapter 2 – The Nature of Dilemma and Paradox
Dilemma and paradox
Experiencing dilemma and paradox
The organizational level
Visualizing dilemmas
The subjectivity of dilemma and paradox
Exploiting dilemmas and paradoxes
Managing paradoxes
Conclusions

Part 2 – The Six Dilemmas and Paradoxes
Chapter 3 – Dilemmas and Paradoxes of Strategy
Overview
Strategy and capability
Business and organizational models
Strategy and organizational design
Two case studies: EngCon and contract cleaning services
Case 1: The engineering consultancy company
Case 2: Commercial and industrial cleaning and support services contractors
Discussion

Chapter 4 – Dilemmas and Paradoxes of Organizational Form and Structuring
Overview
Case example–social services
From bureaucracy to market
Project management
Process management
Joint ventures and alliances
Strategic outsourcing
Supply chain management
Networks and virtual organizations
Conclusions



Chapter 5 – Dilemmas and Paradoxes Of Performance Management
Overview
The meaning and implications of performance management
The paradox of control
The performance control process
The social complexity of the process
Types of control
Direct supervision
Technical controls
Administrative controls
Quality and Just-in-Time manufacturing
Incentive payments as a form of performance management
Self controls and social controls
Control and resistance
The vicious circle of control
Positive responses to controls
Reconciling control and autonomy
Performance management systems
The wider context
Conclusions

Chapter 6 – Dilemmas and Paradoxes of Innovation
Overview
Introduction
Innovation issues
Business strategy and the management of innovation
Barriers and enablers
Exploration versus exploitation
The role of established cognitive structures and recipes
Our findings about managers’ use of theory and the choice between two divergent models
Managers’ interpretations of the nature and priority of innovation
Different interpretations and their consequences
The moral and affective dimensions
The illegitimacy of innovation?
Analyses of the source of the problem
Formal and informal systems
Informal systems
Organizational cultures
Mindsets and values
Approaches to innovation: a danger to be controlled or energy to be tapped?
Loose/tight
The value of searching
The role of leadership
Conclusions

Chapter 7 – Dilemmas and Paradoxes of Managers’ Knowledge
Overview
Fads, fashions and prevailing assumptions
Developing strategy: the role of executives’ knowledge and thinking
Why are executives’ ideas powerful?
Tacit knowledge and explicit knowledge; consensual knowledge and differentiated knowledge
Findings about executive managers’ strategic knowledge
Type 1: common unexplored understandings
Type 2: divergent, submerged/unexplored conflicts
Type 3: negotiated action
Type 4: manifest conflict
Conclusions

Chapter 8 – Dilemmas and Paradoxes of Organizational Change
Introduction
The nature and sources of change paradoxes
The knowledge and role of managers
The nature of organizations
The objectives of organizational change projects
The paradoxes of change processes
Why change? The relationship between organizational capacity and organizational strategy
Why change? Basic systems
Why change? Core competences
Why change? The adaptive organization
Why change? Strategic capacity
Key change problems and solutions
Key change problems: organizational capacity to change
Key change problems: symptoms and sources
Key change problems: changing how we change
Key change problems: changing the organization or helping it l earn to change?
Conclusions

Part 3 – Conclusions
Chapter 9 – Implications for Leaders of Organizations
Overview
Dilemmas and paradoxes of strategy and of business models
Dilemmas and paradoxes of organizing
Dilemmas and paradoxes of performance management
Dilemmas of innovation
The paradoxes of change
Cross-cutting applications and a summary of lessons for leaders

References



Preface
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Chapter 9

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