Managing value-based organizations : it's not what you think
著者
書誌事項
Managing value-based organizations : it's not what you think
（New horizons in management series / series editor: Cary L. Cooper）
Edward Elgar, c2006
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注記
Includes bibliographical references (p. 256-293) and index
内容説明・目次
内容説明
Managing Value-Based Organizations argues that those who fail to understand management history are destined to repeat it. Research has shown that despite the prodigious output of management books, managers still have little idea why there is so much change in the world of work or what they can do about it. Most, it seems, are still waiting for the dust to settle, expecting instead that in the near future they will be able to go back to doing things the way they have always done them.This highly innovative and accessible book takes a historical look at how the organization and management of work has changed since before the Industrial Revolution and uses this as a basis to explain:
how and why organizations and management behavior have evolved over the past 500 years
the importance of understanding how organizations are changing today and what they will become in the future
what new organizations will look like and how managers will have to change to be effective in them, and
how managers can change their organization from one which is locked in tradition to one which is flexible enough to respond positively to constant change.
<Revealing both the practicalities and theories behind surviving upheaval in the workplace, academics, business managers and HR managers alike will find this book to be a fascinating and invaluable read.
目次
Contents: Preface Part I: Organizational Theory 1. Organizational Evolution 2. Traditional Organizations 3. The Horizontal Revolution 4. The Value-Based Organization Part II: The Traditional Hybrid 5. The Myth of Rightsizing 6. The Myth of Competitive Advantage 7. The Myth of the Balanced Scorecard Part III: Surviving the Upheaval 8. Implications for Organizations 9. Implications for Managers 10. Implications for Employees 11. Implications for Human Resources Managers Bibliography Index
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