Isbn: 9781593114336 - organizations as complex systems: an introduction to knowledge cybernetics (20 risultati)

Hardcover. Condizione: Very Good. Organizations as Complex Systems: Social Cybernetics and Knowledge in Theory and Practice: 2 (ISCE Book Series - Managing the Complex) This book is in very good condition and will be shipped within 24 hours of ordering. The cover may have some limited signs of wear but the pages are clean, intact and the spine remains undamaged. This book has clearly been well maintained and looked after thus far. Money back guarantee if you are not satisfied. See all our books here, order more than 1 book and get discounted shipping. .…

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Condizione: New. pp. 886 52:B&W 6.14 x 9.21in or 234 x 156mm (Royal 8vo) Case Laminate on White w/Gloss Lam.

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Hardcover. Condizione: Brand New. illustrated edition. 866 pages. 9.25x6.00x2.00 inches. In Stock.

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Condizione: New. Dieser Artikel ist ein Print on Demand Artikel und wird nach Ihrer Bestellung fuer Sie gedruckt. InhaltsverzeichnisPreface, Introduction. PART 1: THE FUNDAMENTALS. Chapter 1. Social Communities as Complex Systems. Chapter 2. Philosophic Perspectives and the Autonomous Holon. Chapter 3. Organizations in a Complex World. Chapter 4. In.…

Buch. Condizione: Neu. Organizations as Complex Systems | An Introduction to Knowledge Cybernetics | Maurice Yolles | Buch | Englisch | 2010 | Information Age Publishing | EAN 9781593114336 | Verantwortliche Person für die EU: Libri GmbH, Europaallee 1, 36244 Bad Hersfeld, gpsr[at]libri[dot]de | Anbieter: preigu Print on Demand.…

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Buch. Condizione: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - Managing the Complex is an ambitious title - and it would be an audacious one if we were not to begin with a frank admission: to date few to none of us have a skill set which includes managing the complex. We try various things, we write about others, and we wonder about still others. When a tool, perspective, or technique comes along which seems to evoke success, we emulate it probe it and recoil at the all too often admission that it was situation and context which afforded success its opportunity, and not some quality intrinsic to the tool perspective or technique. Indeed, if the study of complexity has done anything for managers, and for those who espouse managerial theory, it is in providing a 'scientific foundation' for the notion that context matters. Those who preach abstract ideas have then to reconcile themselves to the notion that situation and embodiment matters. Those who believe in strong causality and determinism are left to wrestle with the role of chance, uncertainty, and chaos. Those who prefer to argue that men move history are confronted with the role of environment and affordances, while those who argue the reverse are left to contend with charisma, irrationality of crowds, and the strange qualities we know as emotions.A series on complex systems has less ambitious goals to contend with than this. Such a series can deal with classifications, and categories, and speak of 'noise' as if it were not the central focus of the problem. Managing the complex is about managing 'noise' or perhaps we should say it is about 'dealing with' 'accepting' 'making room for' and 'learning from' 'noise'. The articles in this volume and in volumes to come will each be considered as 'noise' by some and as 'gems' by others, but we hope that practicing managers and academics alike will find plenty of fuel to drive their personal explorations into understanding, and perhaps even managing, the complex.…