Understanding Organizational Culture: Innovation, Transparency, Leadership, Community (Contributions to Economics)

Acknowledgements
About This Book
Contents
List of Figures
List of Tables
Introduction
	References
Part I: Theories and Concepts
	The Concept of Organisation and New Interdisciplinary Interpretative Paradigms
		The Development of the Concept of Organisation
		The Polysemic Character of the Concept of Organisation
		The Classification of the Different Types of Organisation
			The Governance of Organisations
		References
	Economic and Social Changes and the Development of Organisational Theories
		Taylor and Scientific Management
			The School of Human Relations, Complexity and Cooperation in Organisations
			Socio-technical Models and Theories of ``Contingency´´
			Some New Explanatory Paradigms: ``Transaction Costs´´, ``Organisational Networks´´, and the ``Cognitive´´ Approach
			Organisational Networks
			The Cognitive Approach
		References
	The Development of Corporate Organisational Models: Innovation, Quality, and the Focus on Customers
		Organisation as an Object of Interdisciplinary Research
			Organisational Complexity and the Social Systems Theory
			From the Mechanical to the Organic Model
			The Total Quality Challenge and Learning Organisation
			Lean Organisation and Enterprise Community in Japan
			The Challenge of Total Quality
		References
Part II: Tools and Techniques
	Tools for Analysis, Planning, and Organisational Development
		The Structural Dimension of Organisation
		The Cultural Dimension of Organisation
		Analysing Organisational Roles
		The Role of Mechanisms of Coordination
		Main Organisational Configurations
		References
	Leadership and Management
		Leadership and New Management Policies
		New Management Tools
		Leadership, Collaboration, Competition, and Conflict
		Competition and Conflict
		Forms of Conflict
		Intra-Organisational Conflict
		New Managerial Skills
		New Relational Situations
		References
	Negotiation
		Skills of Negotiation
			Relational Areas of Negotiation
			Processes of Negotiation and Industrial Relations
			Explanatory Models of Processes of Negotiation
		The Theories of Arrow and Olson
		The Development of Negotiations within the Industrial-Relations System
		The Structure and Classification of Processes of Negotiation
		The Language of Negotiation
		Areas of Action in the Negotiation Model: From Conflictual and Consociative Models to the Participatory One
		Negotiation Strategies: Possible Alternatives
		Conducting the Process of Negotiation
		The Phases of the Process of Negotiation
			The Pre-Negotiation Phase
			The Negotiation Phase
			The Post-Negotiation Phase
		Leadership in the Governance of Processes of Negotiation
		Experiences of Negotiation
		References
	Leadership and Organisational Cultures
		Specific Causes of Diversity in Organisations
		Organisational Culture and Diversity
		From Head to Successful Leader Capable of Governing Growing Organisational Complexity
		The Five Reflexes of the Leader
		The Leader as Conductor
		Application Models of Leadership
		Participatory and Autonomous Leadership
		New Tools for Participatory Leadership
		Methods of Social Interaction in the Workplace
		References
Part III: Case Studies
	Reforms of the Public Administration and New Person-Oriented Organisational Models
		The Characteristics of Bureaucratic Organisation
		The Main Policies of Reform of the Public Administration
			The Policies of Reform of the Public Administration Adopted in Italy
			The Reforms of the Italian University System
			The Challenge of the New Title V, Criticalities and Perspectives of the Brunetta Reform
			The Brunetta Reform
			Corrections and Perspectives of the Brunetta Reform
		Globalisation, the Complexity, and the Development of the Organisational Culture of the Public Administration
		The New Role of Public Management
		References
	Entrepreneurial Culture and the Evolution of Organisational Models: The Challenge of the Integral Enterprise Model
		The Olivetti Model and Its Strategic Roles of Culture, Lifelong Learning, Research and Innovation
		Conflict and Hierarchy or Collaboration and Responsible Participation: What Leadership for Social Inclusive Governance
		References
	Conclusions
		The Economic, Social, and Cultural Change of Our Societies
		The Era of Historical Transition
		The Strategic Role of Research, Innovation, and Culture in Favouring Development
		From Management to Leadership in Social Inclusive Governance
		References