Fuzzy Management: Contemporary Ideas and Practices at Work (Hardcover)

by Keith Grint (Author)

Editorial Reviews

Review
`...provocative study.' Sloan Management Review. Summer 1998 --This text refers to the Paperback edition.

Product Description
Offering a bridge between the esoteric world of theory and the practical world of management, Keith Grint here explores current theories such as Fuzzy Logic, Actor-network Theory, Chaos Theory, and Constructivism, through the discussion of some everyday management issues such as Strategic Decision Making, Appraisals, Negotiation, Leadership, Culture, and Motivation. Crisp and concise, this book is a useful guide to all those concerned with the relationship between management theory and practice.

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Product Details

• Hardcover: 240 pages
• Publisher: Oxford University Press, USA (February 26, 1998)
• Language: English
• ISBN-10: 0198775008
• ISBN-13: 978-0198775003
• Product Dimensions: 8.8 x 5.8 x 0.7 inches
• Shipping Weight: 12.8 ounces (View shipping rates and policies)
• Average Customer Review: 4.0 out of 5 stars See all reviews (2 customer reviews)
• Amazon.com Sales Rank: #7,263,298 in Books (See Bestsellers in Books)

Customer Reviews

Most Helpful Customer Reviews

4.0 out of 5 stars A bridge from theory to practice, March 12, 2004

By	M. J. Haynes - See all my reviews (REAL NAME)

This review is from: Fuzzy Management: Contemporary Ideas and Practices at Work (Paperback)

Grint's general approach is given in a sort of mission statement in the introduction. The book is written for those people who find current management orthodoxies to be inadequate and who are interested in alternative ideas. They should be interested in how these might be applied to management practice; but they will not want "theoretical books about theory". He seems envisage this constituency as being the classic MBA-type student, who is at the same time a practicing manager. Thus Grint's aim is to provide a bridging work between the worlds of academia and practical management. The book is not written as a practical manual of management. A number of real-life examples from the literature are briefly described to illustrate the points; but there are no case studies, or anecdotes based on Grint's experience (he is a career academic). The approach is academic, though the tone is light. The content is best described as suggestive, rather than comprehensive.

First Grint introduces the idea of `fuzzy thinking', based on work in set theory and mathematical logic. The idea that this is the most appropriate type of thinking for real-world management problems is the primary message of the book. Grint goes on to look at change programmes, chaos and evolutionary theory, actor-network theory, leadership and appraisal, risk management, and negotiating theory. In each case he applies his fuzzy thinking perspective.

Grint, though by no means providing a manual of managing under uncertainty, does add a dose of realism not found in many popular management texts on the one hand, or academic literature on the other. Furthermore, some of his suggestions are consistent with recent developments in management theory and practice, implying that the book indirectly has value for the practising manager at the level of its specific discussions.

0 of 1 people found the following review helpful:

4.0 out of 5 stars A bridge between theory and practice, March 12, 2004

By	M. J. Haynes - See all my reviews (REAL NAME)

This review is from: Fuzzy Management: Contemporary Ideas and Practices at Work (Paperback)

Grint's general approach is given in a sort of mission statement in the introduction. The book is written for those people who find current management orthodoxies to be inadequate and who are interested in alternative ideas. They should be interested in how these might be applied to management practice; but they will not want "theoretical books about theory". He seems envisage this constituency as being the classic MBA-type student, who is at the same time a practicing manager. Thus Grint's aim is to provide a bridging work between the worlds of academia and practical management. The book is not written as a practical manual of management. A number of real-life examples from the literature are briefly described to illustrate the points; but there are no case studies, or anecdotes based on Grint's experience (he is a career academic). The approach is academic, though the tone is light. The content is best described as suggestive, rather than comprehensive.

First Grint introduces the idea of `fuzzy thinking', based on work in set theory and mathematical logic. The idea that this is the most appropriate type of thinking for real-world management problems is the primary message of the book. Grint goes on to look at change programmes, chaos and evolutionary theory, actor-network theory, leadership and appraisal, risk management, and negotiating theory. In each case he applies his fuzzy thinking perspective.

Grint, though by no means providing a manual of managing under uncertainty, does add a dose of realism not found in many popular management texts on the one hand, or academic literature on the other. Furthermore, some of his suggestions are consistent with recent developments in management theory and practice, implying that the book indirectly has value for the practising manager at the level of its specific discussions.