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This classic text offers an illuminating discussion of key concepts of concern to all managers: culture, motivation, leadership, power, role-playing and working in groups. Ever mindful of actual business practice, Handy directly addresses how managers can translate the six main concepts into invaluble tools for effective management. He discusses how all organizations need to select, develop and reward their people; to structure and design their work; to resolve political conflicts; to lay down guidelines for their managers; and to plan for the future. In each case, the approaches and techniques described here are invaluable.
Equally important, Handy excels at presenting his ideas in colourful, immediately accessible ways, filling the book with illuminating examples and inventive metaphors that range from Tolstoy's ideas on the concept of self, to the many meanings of "good morning," to the conversations that occur in a stopped elevator, to the proper size for a vineyard or an elephant. He shows, for instance, how an optical illusion experiment sheds light on interdepartmental relations, and how the way schoolchildren are typecast by their peers helps explain corporate hierarchies. And along with case studies, graphs, charts, and questionnaires, Understanding Organizations is peppered with boxed sections that offer advice and stimulate thought, brimming with provocative quotations from business wizards such as Peter Drucker, Tom Peters, Warren Bennis, Alvin Toffler, and Rosabeth Moss Kanter, as well as from Aristotle, Shakespeare, Gilbert and Sullivan, Gail Sheehy, and Joseph Heller.
What the successful manager knows intuitively, Charles Handy puts into words. His powerful interpretive schemes will help managers grasp the underlying dynamics of their company, make sense of its past, and assess--and shape--its future. --Jake Bond
Kurzbeschreibung
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I came to the study of people in organizations expecting certainty and absolute knowledge in the behavioural sciences. Lesen Sie die erste Seite
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Kundenrezensionen
Sehr systematisch das alles. Und so eignet sich das Buch sowohl für das Lesen von Anfang bis Ende als auch zum selektiven Nachschlagen.
Was mir weniger gefallen hat war, dass das Buch sprachlich ein bisschen antiquiert wirkt. Teile des Buches stammen aus den 70ern (erste Auflage), wobei viele Bereiche inzwischen aktualisiert wurden, wobei der Sprachstil leider nicht angepasst wurde. Kritikpunkt 2 ist weniger dem Autor anzulasten. Das Buch ist halt schon ein bisschen in die Jahre gekommen. Zwar ist die 4. Auflage aus dem Jahre 2006, aber man merkt an den meisten Stellen, dass die zitierten Studien und Fallbeispiele doch fast ausschließlich aus den 70ern und 80ern stammen. Trotzdem hat es seinen Wert, weil es sehr konzentriert in grundlegende Aspekte und Konzepte der Organisationstheorie einführt.
Kurzverdikt: Lesenswert.
The book consists of three parts. Part I introduces a set of models/frameworks, for better understanding of people and organisations. Handy selected six themes common to organisations - motivation, roles and interactions, leadership, power and influence, workings of groups, and cultures of organisations. Each of these themes receives an excellent, extremely in-depth literature review, which all have been updated in this 4th edition to include the latest literature and trends. Handy looks at each of these themes from various angles and does not really push the reader into any dominant one; "This book is eclectic. ... It is wise to be eclectic, to pick from each anything that helps, to compile the sort of personal anthology which is what book aims to be." In addition, Handy uses a large number of quotes from other academics to explain his comments.
In Part II, Handy looks at each of the themes introduced in Part I and their impact on organisations. This part is a lot less academic and Handy tries to apply the models/framework introduced in Part I into practice. "One bookcase for the theorectical models, another for the tips and hints on current practice. The discussion in this part is not intended to be a review of best current practice but rather an interpretation, often a provocative one, of the implications of some of the theories that we say we all subscribe to." Handy applies it to people of organisations and their development, the work of the organisation - and its design, politics and change, being a manager, and the future of organisations.
In Part III, Handy provides a brief overview of the relevant field of theory, makes suggestions on useful sources and gives references to the major studies mentioned in the text. "Part Three is for those who wonder about the sources of my ideas, concepts, and theories, or for those who wish to pursue any topic in greater depth." Handy does this on a chapter-by-chapter basis, which is very useful for any MBA-student or researcher.
This book is a comprehensive piece of work into organisations. It certainly helps you understand organisations better, but do not take this book too lightly as it is not for the fainthearted. It is so extremely comprehensive that I do not see anybody read this book in one go. On the other hand, I must stress that the literature reviewed and covered is spectacular and done fantastically. Handy's ability to bring this into perspective with practice is also very strong. A MUST for MBA-students and all other people interested in organisational studies.
His later works outline succinctly the demands changing corporations and globalization place on individuals and society. A very inspirational and thought provoking commentator, he positions the world of work in the larger context of ethics and morality. He also explores the human struggle to maintain individuality, spirituality, choice, freedom and dignity
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