Decision Making Group Interaction or Strategic Thinking

Decision-Making Group Interaction: Achieving Quality

Author: Bobby R Patton

Formerly entitled "Decision-Making Group Interaction," the new edition of this popular small group book features a new title that reflects the substantial and exciting revision it has undergone. Long known for its unique focus on issues of quality group interaction, Patton & Downs' book introduces the communication practices, patterns, and circumstances that promote or inhibit group performance. The Fourth Edition includes several new chapters addressing the most recent developments in the field and a wealth of new case studies, in addition to new and expanded information on a variety of issues: multiculturalism and diversity; strategic planning; conflict management; uses of technology in group contexts; ethics; benchmarking and quality assessment processes; and how to present findings of a group project or work team. For anyone interested in small group communication and/or group decision making.

Look this: Conservative Mind or Rising Powers Shrinking Planet

Strategic Thinking: Leadership and the Management of Change

Author: John Hendry

Strategic Thinking Leadership and the Management of Change Edited by John Hendry University of Cambridge, UK and Gerry Johnson Cranfield School of Management, UK with Julia Newton Cranfield School of Management, UK Published in association with the Strategic Management Society, The Wiley Strategic Management Series aims to illustrate the ‘best in global strategic management’ for academics, business practitioners and consultants. This book, the first volume in the series, is concerned with the process of strategic management and change. It places emphasis on the way people think about strategy and make sense of their organisational worlds; on organisational learning and adaption; and on the part played in this by leadership. Contributors Chris Bennett R. Thomas Lenz Mary M. Crossan Michael Levenhagen Yves Doz Martha L. Maznevski Jane E. Dutton Lief Melin Tony Eccles Julia Newton Colin Eden Wendy J. Penner Ewan Ferlie Andrew Pettigrew Charles M. Hampden-Turner Joseph F. Porac Kees Van Der Heijden James C. Rush Bo Hellgren Heinz Thanheiser John Hendry Howard Thomas Terry Hildebrand Richard Whipp Gerry Johnson Rod E. White Henry W. Lane Richard Whittington

Table of Contents:

	Contributors
	Series Preface
	Introduction	1
1	Drawing Meaning from Vision	13
2	The Role of Strategists' Ways-of-thinking in Strategic Change Processes	47
3	Emergent Industry Leadership and the Selling of Technological Visions: A Social Constructionist View	69
4	The Importance of Organizational Identity for Strategic Agenda Building	89
5	Strategy Development and Implementation: Cognitive Mapping for Group Support	115
6	Strategic Vision at Work: Discussing Strategic Vision in Management Teams	137
7	Strategic Management and Organizational Learning: A Meta-theory of Executive Leadership	153
8	Social Structures and Strategic Leadership	181
9	Leading Change and the Management of Competition	199
10	Organization Learning: Theory to Practice	229
11	Patterns of Strategic Change in Health Care: District Health Authorities Respond to AIDS	267
12	Regaining Competitiveness: A Process of Organisational Renewal	293
13	Implementing Strategy: Two Revisionist Perspectives	311
14	Dilemmas of Strategic Learning Loops	327
	Index	347