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"Contents: 1 Strategic management in perspective: A step in the professionalization of management 2 Thinking about strategy and organisational change: The implicit assumptions distinguishing one theory from another Part One -- SYSTEMIC WAYS OF THINKING ABOUT STRATEGY AND ORGANISATIONAL DYDNAMICS 3 The origins of systems thinking in the age of reason 4 Thinking in terms of strategic choice: cybernetic systems, cognitivist and humanistic psychology 5 Thinking in terms of organisational learning and knowledge creation: systems dynamics, cognitivist, humanistic and constructivist psychology 6 Thinking in terms of organisational psychodynamics: open systems and psychoanalytic perspectives 7 Thinking about strategy process from a systemic perspective: using a process to control a process 8 A review of systemic ways of thinking about strategy and organisational dynamics 9 Extending and challenging the dominant discourse on organisations: thinking about participation and practice Part Two -- THE CHALLENGE OF COMPLEXITY TO WAYS OF THINKING 10 The complexity sciences: the sciences of uncertainty 11 Systemic applications of complexity sciences to organisations: restating the dominant discourse Part Three -- COMPLEX RESPONSIVE PROCESSES AS A WAY OF THINKING ABOUT STRATEGY AND ORGANISATIONAL DYNAMICS 12 Responsive processes thinking: the interplay of intentions 13 The emergence of organisational strategy in local communicative interaction: complex responsive processes of conversation 14 The link between the local communicative interaction of strategising and the population-wide patterns of strategy 15 The emergence of organisational strategy in local communicative interaction: complex responsive processes of ideology and power relating 16 Different modes of articulating patterns of interaction emerging across organisations: strategy narratives and models 17 Complex responsive processes of strategising: acting locally on the basis of global goals, visions, expectations and intentions for the 'whole' organisation over the 'long term future' 18 Complex responsive processes: implications for thinking about organisational dynamics and strateg"

"Do decisions and ever-changing strategies make you believe that your organization operates in a state of chaos? Maybe it does - and for good reason. This issue describes the characteristics of chaos and complexity theory found in most organization and how it affects decisions and business management. A beginners guide shows you how to apply these complex theories to understand your organization and the direct consequences for trainers. A glossary of terms is provided as a guide to your baseline understanding of the field."

"Kurikulum Fakultas Kedokteran Universitas Indonesia (FKUI) mengalami perubahan besar pada tahun 2005. Suatu evaluasi terhadap atmosfir pendidikan dalam kurikulum baru perlu dilaksanakan, sebagai bagian dari keseluruhan proses evaluasi kurikulum. Pada bulan Juni 2007, instrumen Dundee Ready Education Environment Measure (DREEM) diberikan kepada 210 mahasiswa tingkat dua yang mengikuti kurikulum baru dan 259 mahasiswa tingkat tiga yang menjalani kurikulum lama, untuk menilai persepsi mahasiswa terhadap atmosfir pendidikannya. Salah satu perbedaan yang signifikan antara persepsi kedua kelompok mahasiswa adalah terdapat lebih sedikit masalah menyontek di tingkat dua, namun penjadwalan kegiatan di tingkat tiga lebih baik. Profil persepsi mahasiswa dari kedua kelompok yang hampir sama mengindikasikan bahwa atmosfir pendidikan dalam kurikulum baru belum meningkat secara signifikan. Hal ini erat hubungannya dengan permasalahan dalam manajemen dan organisasi aspek detail kurikulum baru. Institusi pendidikan perlu menilai kembali persepsi mahasiswa setelah kurikulum baru sudah lebih terinternalisasi.

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AbstractThe Faculty of Medicine University of Indonesia underwent a major curriculum reform in 2005. There is a necessity to evaluate the new curriculum?s educational environment, as a part of the curriculum evaluation. In June 2007, the DREEM (Dundee Ready Education Environment Measure) was administered to 210 second year students with an innovative curriculum and 259 third year students with the more traditional curriculum, to measure the students? perceptions of the educational environment. One of the most significant differences between the perceptions of the two groups is that there are less cheating problems in the second year, but the third year is better timetabled. The almost similar profiles indicate that the new curriculum?s educational environment has not improved significantly. It is related with problems in managing and organizing the new curriculum?s detail aspects. The institution needs to re-evaluate the perceptions of the educational environment when the curriculum is more internalised. "

"The purpose of proper strategic thinking is to eliminate top-down only communication that leads to the wishful thinking way of organizational strategy. Strategic thinking is necessary at every level of an organization. This book uses actual histories of business successes and failures to illustrate theoretical concepts in strategic thinking."

"At present time, the augmentation of "regionalism" has become a striking feature of international economic relations. The motives toward regionalism itself are complex: a belief that economic integration through regionalism is conducive to growth, disillusionment with the framework for global integration, or simply a defensive reaction to the formation or reinforcement of other trading blocs. Regionalism does not merely embrace economic perspective since it also emphasizes on the cultural, social, and political aspects of human existence. This writing calls for an analysis of the paths which Indonesia chooses in pursuing its policies and objectives in the greatly dynamic regionalism and international economic framework. This writing restricts its scope on three domains of observation: ASEAN, APEC, and G20 and beyond."