| Description |
xii, 276 pages : illustrations ; 24 cm |
| Contents |
Contents note continued: 10.In search of low-control organizing practices: community, care, cooperation, and commitment -- The catch-22 of new practices -- Alternatives to control and compliance -- Communities of practice -- What is the secret? -- Caring relationships make the difference -- The spirit of ubuntu -- Crossing boundaries -- 11.Taking on the work of organizing -- Closing the divide between work and organizing -- Where to begin -- Like being on a trapeze -- Letting go while catching on -- Relationships and accountability -- Talking the talk -- Cultivating a new narrative is tough -- New language for new conversations -- Walking a tightrope -- What is your story? -- Three words that must go: management, organization, leadership -- 12.Conversations for aligning: openness, commitments, and accountability -- Aligning -- Three domains of conversations -- Illustrating the framework -- What to do with the framework -- Missing conversations -- Conversations for openness -- |
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Contents note continued: Boundaries as bridges and barriers -- Fragmentation contributes to boundaries -- Multitasking makes connections tricky -- Put it down to wicked problems -- These are collective problems -- The work of aligning (the "bottom line" of organizing) -- What aligning is and isn't -- 8.Tools are the empty heart of management or why strategic initiatives fail -- Management myopia -- Work practices that are missing in action -- The genie that turned ugly -- BPR at Jet Propulsion Labs -- BPR through a management lens -- What is a process? -- Lay down those tools -- A Department of Homeland Security -- Redesigning processes or structures isn't the real work -- The work of reorganizing -- 9.Practices that break the mold with agility and care -- Agile methods and knowledge work -- Problems with the waterfall method -- "Scrum": an agile method -- Caring about work -- Nursing practice: the work of caring -- Bringing back care -- |
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Contents note continued: Conversations for commitments -- Conversations for accountability -- Accountability as a way of being -- There is a place for rules -- Conversations for accountability serve a dual purpose -- Keeping talk and tools separate -- 13.Organizing moves -- We are still short of an answer to "how" -- Organizing moves from above -- Letting go -- Transforming relationships -- Promoting accountability -- Organizing moves from below: extricating yourself and your work -- Moving up -- Facilitating open discussion -- Negotiating accountability -- 14.Handling hierarchy and more -- Change that pushes all the buttons -- Handling hierarchy -- "Orbiting" is not a solution -- Reframing the problem of hierarchy -- The object is aligning -- Conversations for openness, accountability, and commitment -- From the dance floor and balcony -- Negotiating an end to apartheid -- Slow and steady or bold and brave -- Change "on management's terms" is not practical -- Under the radar -- |
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Contents note continued: Organizing = effort + magic -- Work emerges -- Self-organizing -- Networks of conversations -- Relationships -- Spaces for conversations -- 5.Left-brain management and right-brain organizing -- Parallel universes at work -- Left-brain management and right-brain organizing -- Tools and talk -- Organizing practices: talk and tools -- Taking on the work of organizing -- 6.Knowledge-work in close-up -- What is knowledge-work? -- A definition -- Picturing knowledge-work -- Network maps are traps -- Networks are never complete -- Knowledge-work is social and in "the spaces in-between" -- Where is knowledge-work? -- Social spaces -- Sacred places -- The qualities of social spaces -- 7.The work of organizing with giant hairballs and wicked problems -- What is the work of organizing? -- The case study -- The work of negotiating meaning -- The work of creating the work -- Hairballs and orbiting -- The work of building networks and negotiating boundaries -- |
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Contents note continued: The IT cavalry to the rescue? -- Most IT departments don't understand collaboration -- Putting tools in the hands of users -- The importance of being present -- Casting around for partners -- Keeping an eye on your purpose -- Encourage active participation -- 15.Good work wanted -- Who knows good work? -- Work is human to the core -- In the eyes of the beholders -- A god's-eye perspective and a human one -- Everything exceeds our grasp -- Hiding from the humanness of work -- Management has colonized life -- Going topless |
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Machine generated contents note: 1.The end of the line -- Talk about a revolution -- The story in outline -- The view from the top -- The view from practice -- 2.Getting into work -- Breakdowns large and small -- Large-scale breakdowns -- Smaller-scale breakdowns -- Breakdowns with tragic consequences -- Systematic disorganization -- Looking the wrong way, at the wrong things -- Going "inside" work -- "Inside" or "outside" is a matter of involvement -- Work from the top -- Work in practice -- Behind the breakdowns -- 3.Organizing: getting the beat -- Organizing is full of life -- The two challenges -- A first-hand account -- 4.Jeff's journal: project work on the inside -- pt. 1 Questions That Keep Coming Up -- What's your problem, Jeffrey? -- A management malfunction -- The "client" view of project work -- Where is the customer? -- Where to from here? -- pt. 2 How Things Actually Work -- Jeff's cloud theory -- The connections matter -- pt. 3 Structure In Organizing -- |
| Summary |
The systems and structures that we call 'management' are obsolete. They were developed for smokestack factories, during the industrial era. Devised for producing goods efficiently, management practices are geared to solving technical, left-brain problems: the kind that occurs when production is highly mechanized, work is repetitive, and people labor in isolation. A century later, work has changed but management has not. It is inflexible, top-heavy, and old. In smoke-free offices, 21st century knowledge workers organize themselves. Creative and agile, they network or team to tackle complex, right-brain problems by interacting and sharing information: talking, texting, asking questions as they make decisions collectively. Beyond Management explains why the tools, rules, competition, and compliance favored by management are actually disorganizing and cause breakdowns at work. It also shows you how to replace out-dated practices with new ones that empower knowledge workers |
| Analysis |
Knowledge management |
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Leadership |
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Management |
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Worker participation |
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Working conditions |
| Notes |
Formerly CIP. Uk |
| Bibliography |
Includes bibliographical references (pages 257-266) and index |
| Subject |
Intellectual capital.
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Knowledge management.
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Leadership.
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Line and staff organization.
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Management -- Employee participation.
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Knowledge workers.
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Management.
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Organizational sociology.
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Social networks.
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Teams in the workplace.
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| Author |
Addleson, Mark.
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| ISBN |
9780230308169 |
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