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.
Publication Name: Organisations & People
Subject: Business, general
ISSN: 1350-6269
Year: 1999
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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.
Publication Name: Organisations & People
Subject: Business, general
ISSN: 1350-6269
Year: 1999
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