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Creating the Mind of the Organisation

  • Kate LanzEmail author
  • Paul Brown
Chapter
Part of the The Neuroscience of Business book series (TNoB)

Abstract

It is clear that many process-driven, organisational systems require individuals to use their energies in ways that are antithetical to effective functioning. In consequence, huge resources of human endeavour are continuously wasted in ways that are simply not within the organisation’s observational range of convenience. This chapter explores what a twenty-first century organisation should have at its centre and proposes the beginnings of a design for the future of HR.

References

  1. Handy, C. (1993). Understanding organisations. New York: Oxford University Press. Google Scholar
  2. Laloux, F. (2014). Reinventing organizations. Norton Parker. Google Scholar
  3. Morgan, G. (1983). Images of organization. Newbury Park, CA: Sage.Google Scholar
  4. Ortenblad, A., Trehan, K., & Putnam, L. (Eds.). (2016). Exploring Morgan’s metaphors: Theory, practice and research in organizational studies. London: Sage.Google Scholar

Copyright information

© The Author(s) 2020

Authors and Affiliations

  1. 1.BedfordUK
  2. 2.VientianeLaos

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