This book explores the relationship between theory and practice in management. It enters into the debate over whether management should be taught as a set of theories to be learned ('management theory') or whether it is learned in a hands-on manner when a person is placed in a position to practice the skills of management ('management practice'). The author contends that it needs both theory and practice, and this book provides a methodological discourse about certain principles of 'organisational problem-solving.'
John Paul Kawalek is Lecturer in Management Systems at Sheffield University.
List of Figures; Preface by Don White; Foreword; Acknowledgements; 1. Introduction; 2. Challenges; 3. Principles of Method; 4. Inquiry for Diagnosis; 5. Inquiry into Processes; 6. Modelling Organisational Processes; 7. Modelling Monitoring Processes; 8. Inquiry for Strategic Prognosis; 9. The Process of Intervention; 10. Evaluation of Organisational Problem Solving; 11. Concluding Remarks; Appendix 1; Bibliography; Index.