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Complexity theory emphasizes interactions and the accompanying feedback loops that constantly change systems. While it proposes that systems are unpredictable, they are also constrained by order-generating rules. [6]: 74 Complexity theory has been used in the fields of strategic management and organizational studies.
Complex adaptive leadership (CAL) is an approach to leadership based on a polyarchic assumption (leadership of the many by the many), rather than based on an oligarchic assumption (leadership of the many by the few). Leadership in this theory is seen as a complex dynamic involving all, rather than only a role or attribute within a hierarchy.
Healthcare systems are complex in that they are diverse in both structure (e.g. nursing units, pharmacies, emergency departments, operating rooms) and professional mix (e.g. nurses, physicians, pharmacists, administrators, therapists) and made up of multiple interconnected elements with adaptive tendencies in that they have the capacity to change and learn from experience.
Softer theories use natural language and narratives that may be imprecise, and agents are subjects having both tangible and intangible properties. Examples of hard complexity theories include complex adaptive systems (CAS) and viability theory, and a class of softer theory is Viable System Theory. Many of the propositional consideration made in ...
Essentially, VUCA lays the groundwork for effective management and leadership. The VUCA framework is a conceptual tool that underscores the conditions and challenges organizations face when making decisions, planning, managing risks, driving change, and solving problems.
The Journal of Healthcare Management is a bimonthly peer-reviewed academic journal covering management in health care. It is published by Lippincott Williams & Wilkins on behalf of the American College of Healthcare Executives. [1] Each issue prints an interview with a leading healthcare executive.
"Distributed leadership" entered the leadership and organizational theory discourse and clearly appealed to various scholars, policy makers, administrators, and practitioners as they have used it to frame, describe, and promote their work. [18]
Ralph Douglas Stacey (October 1948 – September 4 2021) was a British organizational theorist and Professor of Management at Hertfordshire Business School, University of Hertfordshire, in the UK and one of the pioneers of enquiring into the implications of the natural sciences of complexity for understanding human organisations and their management.