Beyond Management [electronic resource] : Taking Charge at Work /
Addleson, Mark.author.
Traditional management structures, systems,and tools, intended to make the first factories of the industrial ageefficient, are now obsolete. Applying them to knowledge-work has exactly the opposite effect, causing all kinds of breakdowns. This book explains why knowledge workers have to manage themselves and tells them how to do it.
Description based upon print version of record.
Cover; Contents; List of Figures; Acknowledgments; 1 The end of the line; 2 Getting into work; 3 Organizing: getting the beat; 4 Jeff's journal: project work on the inside; 5 Left-brain management and right-brain organizing; 6 Knowledge-work in close-up; 7 The work of organizing with giant hairballs and wicked problems; 8 Tools are the empty heart of management or why strategic initiatives fail; 9 Practices that break the mold with agility and care; 10 In search of low-control organizing practices: community, care, cooperation, and commitment; 11 Taking on the work of organizing
12 Conversations for aligning: openness, commitments, and accountability13 Organizing moves; 14 Handling hierarchy and more; 15 Good work wanted; Notes; References; Index
Includes bibliographical references and index.
Traditional management structures, systems,and tools, intended to make the first factories of the industrial ageefficient, are now obsolete. Applying them to knowledge-work has exactly the opposite effect, causing all kinds of breakdowns. This book explains why knowledge workers have to manage themselves and tells them how to do it.
Management.
Organization.
Leadership.
Knowledge management.
Personnel management.
Office management.
Management.
Organization.
Business Strategy/Leadership.
Knowledge Management.
Human Resource Management.
Office Management.