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People: Rethinking the social element of projects

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSNChapter

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People : Rethinking the social element of projects. / Dalcher, Darren.

The Evolution of Project Management Practice: From Programmes and Contracts to Benefits and Change. ed. / Darren Dalcher. Taylor and Francis, 2017.

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSNChapter

Harvard

Dalcher, D 2017, People: Rethinking the social element of projects. in D Dalcher (ed.), The Evolution of Project Management Practice: From Programmes and Contracts to Benefits and Change. Taylor and Francis. https://doi.org/10.4324/9781315113630

APA

Dalcher, D. (2017). People: Rethinking the social element of projects. In D. Dalcher (Ed.), The Evolution of Project Management Practice: From Programmes and Contracts to Benefits and Change Taylor and Francis. https://doi.org/10.4324/9781315113630

Vancouver

Dalcher D. People: Rethinking the social element of projects. In Dalcher D, editor, The Evolution of Project Management Practice: From Programmes and Contracts to Benefits and Change. Taylor and Francis. 2017 https://doi.org/10.4324/9781315113630

Author

Dalcher, Darren. / People : Rethinking the social element of projects. The Evolution of Project Management Practice: From Programmes and Contracts to Benefits and Change. editor / Darren Dalcher. Taylor and Francis, 2017.

Bibtex

@inbook{d7ef97e9874e4924af360fa021edf1b2,
title = "People: Rethinking the social element of projects",
abstract = "The previous chapter identified a certain preference within classical management thinking towards organising and control. This reflects a fascination with execution and control, rather than recognition of uncertainty, potential, and human capability to deal with and benefit from the unexpected. In reality, perfect plans do not exist, and instead the act of planning provides the focus and flexibility needed to prepare and adjust for the future. Yet the notion of a perfect organisation offers an attractive and alluring proposition to wishful managers.",
author = "Darren Dalcher",
year = "2017",
month = jan,
day = "1",
doi = "10.4324/9781315113630",
language = "English",
isbn = "9781138080133",
editor = "Darren Dalcher",
booktitle = "The Evolution of Project Management Practice",
publisher = "Taylor and Francis",

}

RIS

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T1 - People

T2 - Rethinking the social element of projects

AU - Dalcher, Darren

PY - 2017/1/1

Y1 - 2017/1/1

N2 - The previous chapter identified a certain preference within classical management thinking towards organising and control. This reflects a fascination with execution and control, rather than recognition of uncertainty, potential, and human capability to deal with and benefit from the unexpected. In reality, perfect plans do not exist, and instead the act of planning provides the focus and flexibility needed to prepare and adjust for the future. Yet the notion of a perfect organisation offers an attractive and alluring proposition to wishful managers.

AB - The previous chapter identified a certain preference within classical management thinking towards organising and control. This reflects a fascination with execution and control, rather than recognition of uncertainty, potential, and human capability to deal with and benefit from the unexpected. In reality, perfect plans do not exist, and instead the act of planning provides the focus and flexibility needed to prepare and adjust for the future. Yet the notion of a perfect organisation offers an attractive and alluring proposition to wishful managers.

U2 - 10.4324/9781315113630

DO - 10.4324/9781315113630

M3 - Chapter

AN - SCOPUS:85045590780

SN - 9781138080133

BT - The Evolution of Project Management Practice

A2 - Dalcher, Darren

PB - Taylor and Francis

ER -