Solving Problem Solving

A Potent Force for Effective Management

Inbunden, Engelska, 1995

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Flood introduces a dynamic new problem solving system called Total Systems Intervention (TSI). He provides a clear understanding of TSI in terms of its philosophy, principles and process, explaining what is happening when using this system and how to avoid the main pitfalls in problem solving with TSI. Describes the pros and cons of different catagories of consultants that may be used in the TSI procedure along with guidelines on selecting the right one. Features nine international case studies--each one appraising a diverse type of organisational problem solving using TSI.

Produktinformation

Utgivningsdatum1995-06-28
Mått158 x 234 x 30 mm
Vikt737 g
FormatInbunden
SpråkEngelska
Antal sidor428
FörlagJohn Wiley & Sons Inc
ISBN9780471955900

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Ledarskap och motivation inom Ekonomi och ledarskap

Robert L. Flood, born 1955, is Professor of Management Sciences at the University of Hull, UK. He worked for 8 years in management with Paramount Pictures, National Opinion Polls and the Berkshire Area Health Authority, and actively pursues his management interests through consultancy, mainly in commercial organisations. He has authored 4 books, edited 2 others, is founding editor of the journal Systems Practice and has published in many other learned journals. Professor Flood holds a PhD in Systems Science and is also a Chartered Engineer.

GETTING STARTED WITH TSI. Critical Success Factors for a New Problem Solving System. Overview of the Problem Solving System: TSI. EXPLAINING TSI. Understanding Organisation for Problem Solving - 'The Philosophy.' Key Principles for Problem Solving - 'The Principles.' How to Problem Solve - 'The Process.' DO'S AND DON'TS OF PROBLEM SOLVING WITH TSI. What Is Happening When You Problem Solve? Pitfalls in Problem Solving and How to Avoid Them. Choosing and Using Consultants. TSI IN ACTION. How to Problem Solve - 'The Methods.' Nine Cases Employing TSI, Written by Managers and Consultants - 'An International Perspective.' Concluding Comments. Further Reading.