Category Archives: management education

Strategic Management and Organisational Dynamics – 7th Edition

New edition published this month: the revised and updated version of Ralph’s textbook including sections on process organisation studies, new organisational  examples and more up-to-date references.

Stacey and Mowles

Complexity and Management Conference 5-7th June 2015

Exploring our experience of everyday politics in organisations.
 
How do we experience power and politics in contemporary organisations? How do we negotiate conflict and compromise? There are always possibilities in the hurly burly of everyday life for us to act differently despite the fact that we are caught up in longer term social trends which constrain our ability to think and act. So what are our degrees of freedom?
This year’s Complexity and Management Conference will explore these themes and more. The conference will be highly participative, and will be based on some presentations followed by discussion in groups, drawing on participants’ experience.
Our key note speakers are Prof Svend Brinkmann of Aalborg University and Prof Patricia Shaw formerly of the Complexity and Management Group at UH and now at Schumacher College.
The registration site for the conference is now open and an early-bird discount applies to all participants who book before April 30th. The booking page can be found here: http://tinyurl.com/k7t2rd4  The fee for the conference includes accommodation and food from Friday evening through to Sunday lunchtime.
Anyone wishing to put forward suggestions for discussion groups please contact me: c.mowles@herts.ac.uk
Looking forward to seeing you there.

Acting into organizational complexity: comparing and contrasting relational leadership and complex responsive processes of relating

At the Complexity and Management Conference 2013 our guest speaker, Ann Cunliffe, described her ideas about what she terms relational leadership, which are also set out in an article in Human Relations here. In her conference presentation and in her article Ann Cunliffe responds to what she understands as a crisis in leadership education and practice. In the news we are presented with example after example of failures of leadership which also point to an impoverished moral understanding on the part of leaders about their responsibilities, she argues. Cunliffe sets out her alternative by drawing on Bakhtin, Ricoeur, Heidegger and Shotter whom she adduces to develop her argument that leadership work is to be found in the everyday conversational activity of people trying to achieve things together. Her ideas turn on the idea of inter-subjectivity, that we are formed by others just as we form them, which she argues has implications for the way we think about our relationships. We should, she says, develop better anticipatory awareness about what matters in those relationships and the moral consequences of our responsiveness, or lack of it, to others. Responsibility arises, Cunliffe argues after Ricoeur, by recognising oneself as another.[1] Continue reading

Complexity and Management Conference 7-9th June 2013 – Agenda

 Exploring the Cult of Leadership – alternative ideas from relational and complex responsive processes perspectives.

This is just to remind those of you interested in coming to the 2013 Complexity and Management Conference that there are just a few days left before the early bird discount expires on Friday 26th April.

You can find a copy of the agenda for the three days here: CMC June 2013.

And you can go the University of Hertfordshire booking page here: http://tinyurl.com/crm734w

Complexity and Management Conference 7-9th June 2013 – Exploring the Cult of Leadership alternative ideas from relational and complex responsive processes perspectives.

Key note speaker: Professor Ann Cunliffe
This is just to draw to your attention to the fact that the early bird rate for the CMC, which saves you £50 on the full conference fee, ends on Friday 26th April.
You can book on the university website here: http://tinyurl.com/crm734w

3 Critiques of Leadership: preparing for the CMC conference

At the Complexity and Management Conference in June this year we will be hosting discussions about leaders and leadership from a critical perspective. As a way of warming up for the event it might be interesting to rehearse three recent and different critical perspectives on the ineluctable rise of ‘leaderism’ in contemporary society. The first, by Rakesh Khurana[1] (2007), charts the development of the discourse of leadership and the way it has colonised and captured American business schools coterminous with the ascendancy of neo-liberal economics. The second, by Martin and Learmonth (2012)[2], looks at the way that the discourse on leadership is used to co-opt a broad range of actors into particular projects to ‘reform’ the public sector, and the third, by Alvesson and Spicer [3](2011), explores the way that a more nuanced critique of leadership might be developed to help employees struggle with the exercise of authority in organisations. Mats Alvesson is a previous guest at the CMC conference. Continue reading

Complexity and Management Conference, 7-9th June 2013

Exploring the cult of leadership: alternative ideas from relational and complex responsive processes perspectives.

During the past 10-15 years there has been a proliferation of leadership programmes run by business schools, consultancy companies and training organisations. Leadership development is routinely offered to employees throughout organisations, private and public, irrespective of whether staff lead, or intend to lead others or not. It is a prerequisite to have had leadership training and to aspire to leadership positions for organisational advancement, or even to take up an ordinary career. Many of these programmes draw on a host of contradictory books and journal articles which continue to be produced in large numbers. In the UK and throughout North America and Europe, and even in the developing world, there is no avoiding the discussion of leadership in contemporary organisational life. Leadership, and aspiring to be a leader, have become a cult value.

And yet the more that is furnished in the way of leadership literature and development programmes, the less clear it is what we are actually talking about. Current discussion of leadership tends to veer between depicting failures of leadership, often attributed to weak individuals or failing ‘systems’, or idealising conceptions of the leader-as-hero.  The first approach covers over what people are actually doing with each other at work, while the latter calls out the possibility of a commensurate degree of disappointment when our leaders are revealed to have feet of clay. As the Harvard professor Rakesh Khurana (2007) put it when he reflected on the sorry state of leadership scholarship in his book From Higher Aims to Hired Hands:

‘From a scholarly perspective, then, leadership as a body of knowledge, after decades of scholarly attention under the social sciences research lens that the Ford Foundation found so eminently promising, remains without either a widely accepted theoretical framework or a cumulative empirical understanding leading to a usable body of knowledge. Moreover, the probability that leadership studies will make significant strides in developing a fundamental knowledge base is fairly low.’ (2007: 357) Continue reading