Chaos at the OU - a case study

Article Abstract:

The UK's Open University (OU) embarked on a process of change in 1993. It launched a series of staff consultations with the aim of becoming a more dynamic and responsive organisation. An examination of the process of change within the OU reveals the relevance of work on organisational change and the chaos theory. One proponent of this theory, Ralph Stacey, suggests eight strategies for creating order from chaos within an organisation. The OU had unconsciously used five of these eight strategies.

Management Theory & Techniques, Usage, Open University, Chaos theory, Chaotic systems

---

Boundary spanning

Article Abstract:

It is important to recognize that organizational boundaries are merely a way of dealing with the complexity of organizational life. People create boundaries, and can also remove or change them. Boundary spanning is becoming increasingly common, with employees being required to work outside conventional department boundaries in different business units or geographical areas. Working in this way can bring considerable benefits, both for companies and for individual employees.

Management Dynamics NEC, Management techniques

---

Similar abstracts:

• Abstracts: What is action learning? Solution-focused strategic planning. Scenario planning for competitive advantage
• Abstracts: Combating the new anarchy. Brands with attitude
• Abstracts: Creating a gem of a career. Open debate
• Abstracts: Staff values as enablers for change--sustainability 'volunteering'. Sustainable development - dialogues and definitions
• Abstracts: Controlling the interface in a global service company. Pain and loss in organisations

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.