MARC Record from marc_nuls

LEADER: 03236cam 2200409 a 4500
001 9921089570001661
005 20150423133122.0
008 100524s2010 enka b 001 0 eng
010 $a 2010021890
015 $aGBB078371$2bnb
016 7 $a015589131$2Uk
020 $a9780521768641
020 $a0521768640
035 $a(CSdNU)u420481-01national_inst
035 $a(OCoLC)601113890
035 $a(OCoLC)601113890
035 $a(OCoLC)601113890
040 $aDLC$cDLC$dYDX$dBTCTA$dUKM$dYDXCP$dCDX
042 $apcc
049 $aCNUM
050 00 $aHD58.7$b.R525 2010
082 00 $a302.3/5$222
100 1 $aRice, Ronald E.
245 10 $aOrganizations and unusual routines :$ba systems analysis of dysfunctional feedback processes /$cRonald E. Rice, Stephen D. Cooper.
260 $aCambridge ;$aNew York :$bCambridge University Press,$c2010.
300 $axv, 383 p. :$bill ;$c24 cm.
504 $aIncludes bibliographical references and index.
505 8 $aMachine generated contents note: List of figures; List of tables; Preface; Acknowledgements; 1. Crazy systems, Kafka circuits and unusual routines; 2. Causes, symptoms, and subroutines of unusual routines in six computer information/communication systems; 3. Getting personal - unusual routines at the customer service interface; 4. A multi-theoretical foundation for understanding unusual routines; 5. A detailed case study of unusual routines; 6. Summary and discussion of the case study results; 7. Individual and organizational challenges to feedback; 8. A multi-level and cross-disciplinary summary of concepts related to unusual routines; 9. Recommendations for resolving and mitigating unusual routines and related phenomena; 10. summary and a tentative integrated model of unusual routines; References; Index.
520 $a"Everyone working in and with organizations will, from time to time, experience frustrations and problems when trying to accomplish tasks that are a required part of their role. This is an unusual routine - a recurrent interaction pattern in which someone encounters a problem when trying to accomplish normal activities by following standard organizational procedures and then becomes enmeshed in wasteful and even harmful subroutines while trying to resolve the initial problem. They are unusual because they are not intended or beneficial, and because they are generally pervasive but individually infrequent. They are routines because they become systematic as well as embedded in ordinary functions. Using a wide range of case studies and interdisciplinary research, this book provides researchers and practitioners with a new vocabulary for identifying, understanding, and dealing with this pervasive organizational phenomenon, in order to improve worker and customer satisfaction as well as organizational performance"--Provided by publisher.
650 0 $aOrganizational behavior.
650 0 $aOrganizational change.
650 0 $aOrganizational learning.
700 1 $aCooper, Stephen D,$d1950-
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949 $aHD58.7 .R525 2010$i31786102632640
994 $a92$bCNU
999 $aHD 58.7 .R525 2010$wLC$c1$i31786102632640$lCIRCSTACKS$mNULS$rY$sY $tBOOK$u12/13/2010