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Process Management: Why Project Management Fails in Complex Decision Making Processes - Softcover

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9783642139420: Process Management: Why Project Management Fails in Complex Decision Making Processes

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Synopsis

Written for decision-makers operating in networks where there is no clear hierarchy, this book outlines methods for reaching decisions in such contexts, given that neither command-and-control nor project management approaches are suitable. In brief, it prescribes investing in structured interaction processes, according to the process management approach. The book analyzes process management, offers advice on designing and managing it, and identifies the risks involved. The three authors are policy science and public administration scholars affiliated with academic institutions in the Netherlands. Annotation 2003 Book News, Inc., Portland, OR

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From the Back Cover

What is it that makes a manager or a politician a successful decision maker? Our first inclination would be to say decisiveness and substance. Many managers who met those criteria, however, have had to abandon the field in the past several years..--The authors of Process Management regard a manager as successful if he pays much attention to the process aspects of change. Successful management depends on the extent to which the 'stakeholders' are involved in the decision making and see their own interests protected. This book offers a wealth of insights about this 'process management'. --The book has been thoroughly revised and updated. It contains a large number of new examples. Risks and shortcomings of process management are explained more accurately. The authors also address strategies to deal with the disadvantages of process management. Moreover, there is an extra emphasis on the role of substance in processes.

About the Author

Hans de Bruijn is professor of Organization and Management at the Faculty of Technology, Policy and Management, Delft University of Technology. Ernst ten Heuvelhof is professor of Policy Science at the Faculty of Technology, Policy and Management, Delft University of Technology and at the Department of Public Administration at Erasmus University Rotterdam.Roel in ‘t Veld is professor of Management of Hybrid Organizations at the Open University of the Netherlands, and professor of Governance at the University of the Netherlands Antilles.

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