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Displaying: 21-25 of 25 documents

21. Philosophy of Management: Volume > 2 > Issue: 1
Johannes M. Lehner Metaphors, Stories, Models: A Unified Account of Decisions: Part 1 Making Sense of the Decision Context
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Making decisions, as Peter Drucker put it, 'is the specific executive task'. But the situations in which managers decide can differ sharply. Some involve risk, uncertainty or lack of predictability while others lack clear structure and present decision-makers with ambiguity in some form. And yet, in spite of much research, we still have no unified account to explain how managers make decisions let alone to help them decide effectively. Different research streams specialise in different aspects of judgement and decisio-nmaking (JDM) and produce results which apply in different contexts. Some focus on decisions under risk,some on cases of uncertainty, some on different aspects of ambiguity. Some are objectivist and others interpretive, basing themselves on paradigms which are mutually exclusive. As a result, managers relying on any one of them when making decisions can get only partial help because no one paradigm covers everyaspect of the issues on which they decide.This paper addresses the lack of a unified account. It offers a framework for comparing the different research approaches to JDM and their incommensurable paradigms. It describes the central role of metaphors, stories and formal models when managers make decisions. It adopts a neo-pragmatic perspective which treats all three as special forms of model rather than representatives of opposing paradigms. This in turn makes possible a unified account in which specific functions are assigned to each form of model in specific stages of decision-making; metaphors and stories represent the interpretive paradigm and formal models the objectivist paradigm. Finally, to shape future research, the paper derives five propositions about the use and impacts of metaphors, stories and formal models from an account of how they are actually used by managers making decisions.
22. Philosophy of Management: Volume > 2 > Issue: 1
Christopher J. Cowton On Two-by-Two Grids: Or, the Arkeology of Management Thought
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Two-by-two grids are a popular means of exposition of management thought. In this note such grids are identified with Carroll diagrams, developed by the Oxford mathematician and logician Charles Dodgson. Using this insight, the nature ofthe conceptual tool frequently used by management authors is reflectedupon. Two-by-two grids are a clear means of exposition and can be a valuable vehicle for identifying hitherto neglected aspects of a management issue, but there is also a risk that, in their relatively parsimonious treatment of management topics, they fail to capture important features of practice. Two particular areas of risk are identified and discussed.
23. Philosophy of Management: Volume > 2 > Issue: 1
Sheelagh O'Reilly Reason as Performance: A Manager's Philosophical Diary - Part 3
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24. Philosophy of Management: Volume > 2 > Issue: 1
Norma Romm Responsible Knowing: A Better Basis for Management Science
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What kind of inquiry is management science? This paper compares two accounts - realist-oriented and constructivist-oriented - and proposes a third position. The realist view that scientific inquiry seeks knowledge of realities independent and outside of the knowing process is set against the constructivist view that scientific theorising creates accounts which develop our discourses without claiming knowledge of 'deeper realities. It argues that ultimately we have no way of resolving this long-standing dispute. To move beyond the impasse it proposes a trusting constructivist position, arguing that responsible theorising requires that inquirers develop discursive accountability and that the process of inquiry matters as much as its content. Finally it explores what such a view of accountability would mean for the relationship between scientists or 'professionals' and users of their research findings in organisations.
25. Philosophy of Management: Volume > 2 > Issue: 1
Sandro Limentani NICE, CHI and the NHS Reforms - enabling excellence or imposing control? Edited by Andrew Miles, John R. Hampton, Brian Hurwitz and Clinical Governance and the NHS Reforms - enabling excellence or imposing control? Edited by Andrew Miles, Alison P. Hill, Brian Hurwitz
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