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Flawed Advice and the Management Trap : How Managers Can Know When They're Getting Good Advice and When They're Not - Chris Argyris

Flawed Advice and the Management Trap

How Managers Can Know When They're Getting Good Advice and When They're Not

Hardcover

Published: 1st April 2000
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Flawed Advice and the Management Trap: How Managers Can Know When They're Getting Good Advice and When They're Not is the first book to show how and why so much of today's business advice is flawed, and how managers and executives can better evaluate advice given to their firms
Practitioners and scholars agree that businesses in the coming millennium will be managed differently than firms of the 20th century. And getting there from here, according to today's best advice, will require creative change. In this pioneering work, Argyris, one of the world's leading organizational thinkers, reviews a wide array of business advice from the best and brightest thinkers and consultants and concludes that as appealing as their ideas may be, most of them are simply not workable. They are too full of abstract claims, logical gaps, and inconsistencies, to be useful. And ironically, even when their recommendations are implemented correctly, the result is often failure. Why do these gaps in logic exist, and how can they be more effectively discovered? Applying a disciplined critique to numerous representative examples of advice about leadership, learning, change, and employee commitment, Argyris shows readers how to be more critical of the advice they are given, how to learn new approaches for appraising employee performance, and how to generate an internal commitment to values and better strategy.
In our ever expanding global market, innovative business advice is at a premium, and giving this advice has become a lucrative industry in and of itself. This book provides the critical lens necessary to evaluate which advice is best for your organization.

"This is a book of monumental importance in the field of organizational change, from the world's leading authority in the organizational sciences. His insight into why change agents frequently fail to achieve their objectives draws not only on his years of scholarly work in the field but also on his enormous corporate experience and his unique ability to articulate this. A MUST for all HR executives and change agents."--Cary L. Cooper, BUPA Professor of Organizational Psychology and Health, University of Manchester Institute of Science and Technology

Preface
Introductionp. 3
Getting Flawed Advice
Inconsistent and Unactionable Advicep. 15
Organizational Consequences of Using Inconsistent Advicep. 38
Why Flawed Advice Persistsp. 52
Human Resources Practicesp. 82
Concluding Observationsp. 93
Finding a Model that Works
Critiquing Advicep. 99
Appraising Performance: The Dilemmasp. 113
Evaluating Group Performancep. 127
Generating Internal Commitment to Valuesp. 158
Generating Internal Commitment to Implementing Strategyp. 173
Building Generic Competence in Organizational Learningp. 219
Summaryp. 238
Bibliographyp. 249
Indexp. 255
Table of Contents provided by Blackwell. All Rights Reserved.

ISBN: 9780195132861
ISBN-10: 0195132866
Audience: General
Format: Hardcover
Language: English
Number Of Pages: 272
Published: 1st April 2000
Publisher: Oxford University Press Inc
Country of Publication: US
Dimensions (cm): 24.1 x 16.1  x 2.5
Weight (kg): 0.56