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Strategies for organization design : using the peopletecture model to improve collaboration and performance (2023)

McDowell, Tiffany Lynne', 1977-

Hoboken, New Jersey :John Wiley & Sons, Inc.,

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Details

UID:

almahu_9949891168702882

Umfang: 1 online resource (xiii, 220 pages) : , illustrations

Ausgabe: First edition.

ISBN: 9781394320752 , 1394320752 , 9781394170975 , 1394170971 , 9781394170982 , 139417098X

Inhalt: "Today's organizations are unable to deal with rapid change nor to innovate consistently at scale. Worse, individuals are not engaged in their work, nor with the organizations to which they belong, a sad fact that is costing billions in lost productivity. Strategies for Organization Design is novel collision between applied management and psychology, between network science and behavioral economics to solves organizational challenges with practical solutions that can be immediately applied to invoke change. If you want to learn how to accelerate organizational transformation in a data driven, scientifically supported way, to make work more meaningful for all humans, then this book is for you"--

Weitere Ausg.: Print version: McDowell, Tiffany Lynne', 1977- Strategies for organization design Hoboken, NJ : Wiley, [2023] ISBN 9781394170968

Sprache: Englisch

URL: https://onlinelibrary.wiley.com/doi/book/10.1002/9781394320752

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HU Berlin

FU Berlin

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Strategies for organization design : using the peopletecture model to improve collaboration and performance (2023)

McDowell, Tiffany [Verfasser] 1977-

Newark : Wiley

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Details

UID:

b3kat_BV048921468

Umfang: 1 Online-Ressource (xiii, 220 Seiten)

ISBN: 9781394170982

Anmerkung: Cover -- Title Page -- Copyright Page -- Contents -- Preface -- Chapter 1 Right Intentions, Wrong Focus -- Design Decisions Are Not Linked to Behavior -- Design Solutions Are Focused Primarily on the Individual -- Design Ignores the Power of Horizontal Networks -- But Are There Really Problems with How Organizations Are Currently Designed? -- Chapter 2 Solving the Right Problem -- Lack of Ownership -- Poor Collaboration and Overlapping Roles -- Unfairness in Pay and Performance Measurement -- Us-Versus-Them Mentality -- Lack of Social Connection -- Lack of Empowerment -- Chapter 3 The Peopletecture Model -- Chapter 4 Hierarchy -- Hierarchies Are Necessary -- Different Structures -- The Silo Trap -- Benefits of Hierarchy -- A New Approach -- Chapter 5 Networks -- The Nature of Networks -- Organization Network Analysis -- Network Roles -- Small World -- Echo Chambers and Double Counting -- Homophily -- Bridging Capital -- Social Capital Benefits -- How Networks Change -- Know Your Networks -- About That Story . . . -- Chapter 6 Hierarchy Versus Networks -- Working Together -- How to Change Existing Networks -- Building Distributed Networks -- Chapter 7 Measurement -- Is Performance Measurement Necessary? -- Performance Reviews -- Give Attention -- System Measurements: Profit and Loss -- Collaborative P& -- L -- Individual Goals Versus Shared Goals -- Rewards Linked to Motivation -- Transform Individual Rewards -- Collective Incentives -- Chapter 8 Membership -- In-Group and Out-Group -- Affinity Within Groups Is Amplified by Similarity Within and Competition Between -- Affinity Within Groups Is Amplified by a Shared Sense of Fate -- Jobs Versus Roles -- Roles Versus Social Capital -- But Does Belonging Really Matter in Business? -- What Does This All Mean for Organization Design? -- Chapter 9 Responsibility , Accountability, Authority, and Responsibility Defined -- Unleashing Autonomy -- Aligning Decisions with the Hierarchy (Central Accountability) and the Network (Decentral Empowerment) -- Decision Bias -- Getting Decision Rights Right -- Decision Frameworks -- Team Empowerment -- Chapter 10 Teaming -- Teams Versus Teaming -- When Are Groups Wise? -- Boundary Spanning -- Super Chickens -- Big Potential -- Size Matters -- What Does This All Mean for Organization Design? -- Chapter 11 Purpose and Utility -- Purpose -- Utility -- Primary Axis -- So What Is the Problem? -- A Note on Front and Back Office -- Case in Point -- Leadership, Experience, and Culture -- Transformation Realized -- Chapter 12 Peopletecture for Individuals and Managers -- Communicate and Engage at All Levels -- Co-Create Roles and Relationships -- Support Autonomy Consistent with Your Decision-Making Model -- Know Your Networks to Connect Silos -- Establish and Work Toward (Achievable) Shared Goals Rather Than Individual Performance -- Chapter 13 Where Should You Start? -- Deploy Design Thinking -- A New Way to Design Organizations -- Who Should Be Doing All This Architecting? -- How to Build an Organization Design Capability -- Chapter 14 Conclusion: What's Next? -- Improving Social Capital -- Traces of Trust -- Collective Intelligence -- The Workplace of the Future -- Appendix -- Design Principles Approach -- Role Crafting Template -- Accountable and Empowered Blueprint -- References -- Bibliography -- About the Author -- Acknowledgments -- Index -- EULA.

Weitere Ausg.: Erscheint auch als Druck-Ausgabe McDowell, Tiffany Strategies for Organization Design Newark : John Wiley & Sons, Incorporated,c2023 ISBN 9781394170968

Sprache: Englisch

Fachgebiete: Wirtschaftswissenschaften

RVK:

QP 343

Schlagwort(e): Unternehmen ; Organisation

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HWR Berlin

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