The topic of leadership has grown in importance, and how and when managers communicate is critical to their effectiveness. This book provides insight for managers to understand the feedback and open communication processes. It suggests guidelines for how and when managers should engage in negative feedback and open organizational-level communication with followers, including when such feedback and information should not be shared. It also adds to the existing knowledge base pertaining to open communication on the part of managers.
This book will be of value to managers and practitioners involved in the practice of leadership as well as for courses on leadership, organizational behavior, human resource management and organizational communication.
This unique book presents an analytical uniform design methodology of continuous-time or discrete-time nonlinear control system design which guarantees desired transient performances in the presence of plant parameter variations and unknown external disturbances. All results are illustrated with numerical simulations, their practical importance is highlighted, and they may be used for real-time control system design in robotics, mechatronics, chemical reactors, electrical and electro-mechanical systems as well as aircraft control systems. The book is easy reading and is suitable for teaching.
Revisiting Cyert and March's classic 1963 'Behavioral Theory of the Firm', Henrich Greve offers an intriguing analysis of how firms evolve in response to feedback about their own performance. Based on ideas from organizational theory, social psychology, and economics, he explains how managers set goals, evaluate performance, and determine strategic changes. Drawing on a range of studies, including the author's own analysis of the Japanese shipbuilding industry, he reports on how theory fits evidence on organizational change of risk-taking, research and development expenses, innovativeness, investment in assets, and in market strategy. The findings suggest that high-performing organizations quickly reduce their rates of change, but low-performing organizations only slowly increase those rates. Analysis of performance feedback is an important direction for research and this book provides valuable insights in how organizational learning interacts with other influences on organizational behaviour such as competitive rivalry and institutional influences.
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