標(biāo)題: Titlebook: Beyond Management; Taking Charge at Wor Mark Addleson Book 2011 Palgrave Macmillan, a division of Macmillan Publishers Limited 2011 care.Co [打印本頁(yè)] 作者: 他剪短 時(shí)間: 2025-3-21 17:53
書目名稱Beyond Management影響因子(影響力)
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書目名稱Beyond Management網(wǎng)絡(luò)公開度
書目名稱Beyond Management網(wǎng)絡(luò)公開度學(xué)科排名
書目名稱Beyond Management被引頻次
書目名稱Beyond Management被引頻次學(xué)科排名
書目名稱Beyond Management年度引用
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書目名稱Beyond Management讀者反饋
書目名稱Beyond Management讀者反饋學(xué)科排名
作者: Rejuvenate 時(shí)間: 2025-3-21 22:53
Taking on the work of organizing,uted to the division too. An us- versus-them mentality had support from economists, who still claim that competition promotes efficiency, but are silent about the importance of cooperation.. Then there were the armories managed by graduates of the West Point Military Academy using military-command-l作者: Feature 時(shí)間: 2025-3-22 01:44 作者: NOT 時(shí)間: 2025-3-22 06:08 作者: FOR 時(shí)間: 2025-3-22 12:38
https://doi.org/10.1007/978-1-349-08685-6duals do, alone. Who knows of an organization that pays its teams or work groups for their collective efforts? It is easy to see that these practices are hand-me-downs from the days of factory-work on production lines.作者: Monolithic 時(shí)間: 2025-3-22 13:52 作者: Mosaic 時(shí)間: 2025-3-22 18:53 作者: BABY 時(shí)間: 2025-3-22 22:53
Palgrave Studies in International Relationscoordinate activities; and workers (“below”) follow those plans and schedules. Managers need data and tools to solve problems. This data comes up, from below, in reports, databases, and the like. Workers need “incentives”—both “carrots” and “sticks”—to persuade them to work hard. These come down from above.作者: Innocence 時(shí)間: 2025-3-23 01:22
https://doi.org/10.1007/978-1-349-14277-4r rearrange their calendars. Work practices that not only allow but also encourage people to respond and adapt to changing circumstances are preferable to fixed procedures, commitments to long-term goals, and rigid schedules that quickly become obsolete. When they constantly have to adapt, it is best for people to organize themselves.作者: Harass 時(shí)間: 2025-3-23 06:46 作者: aptitude 時(shí)間: 2025-3-23 13:00 作者: 討好女人 時(shí)間: 2025-3-23 15:39
Getting into work,coordinate activities; and workers (“below”) follow those plans and schedules. Managers need data and tools to solve problems. This data comes up, from below, in reports, databases, and the like. Workers need “incentives”—both “carrots” and “sticks”—to persuade them to work hard. These come down from above.作者: 敏捷 時(shí)間: 2025-3-23 19:27 作者: Grating 時(shí)間: 2025-3-24 02:03
Conversations for aligning: openness, commitments, and accountability,ould depend on knowing: which rules and procedures to follow, which you can bend, and how to circumvent others entirely; when to sidestep long-winded procedures even though you’ve been told “this is the way we do things here”; what you can do to free up funds, yet stay within budget.作者: PACK 時(shí)間: 2025-3-24 04:02
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.978-1-349-33892-4978-0-230-34341-2作者: debris 時(shí)間: 2025-3-24 08:55 作者: 排斥 時(shí)間: 2025-3-24 14:10
https://doi.org/10.1007/978-1-349-60134-9they don’t distinguish one kind of work from another. It is all just “work.” As a result we are surrounded at work by talk, images, and practices of factory-work. These aren’t helpful because this isn’t what people are doing.作者: PARA 時(shí)間: 2025-3-24 18:34
Directory of International Organizations, it is personal. They know what constitutes good work and want to do the best work they can.. When the human spirit is paired with collective judgment, decision-making, and action, and you combine a sense of personal responsibility with commitment and accountability to others, you have a sound combination.作者: 刺耳的聲音 時(shí)間: 2025-3-24 20:33
https://doi.org/10.1007/978-1-349-22478-4assume people want to do a decent job and, whether it is cleaning out the garage or preparing a report, they need to be properly organized. So, one-on-one, or in groups, knowledge workers spend much of their time talking—planning, negotiating, and arranging; preparing to do something.作者: flex336 時(shí)間: 2025-3-24 23:59
Organizing: getting the beat,iably make it seem inert, mechanical, and, frankly, dull. There is hardly a hint at how people depend on one another and what happens when cooperation is lacking, or of their shared satisfaction when they do a job well and their mutual disappointment, say, at failing to win a contract.作者: 轎車 時(shí)間: 2025-3-25 06:24
Knowledge-work in close-up,they don’t distinguish one kind of work from another. It is all just “work.” As a result we are surrounded at work by talk, images, and practices of factory-work. These aren’t helpful because this isn’t what people are doing.作者: 異端 時(shí)間: 2025-3-25 10:28
Organizing moves, it is personal. They know what constitutes good work and want to do the best work they can.. When the human spirit is paired with collective judgment, decision-making, and action, and you combine a sense of personal responsibility with commitment and accountability to others, you have a sound combination.作者: vitreous-humor 時(shí)間: 2025-3-25 12:54
Good work wanted,assume people want to do a decent job and, whether it is cleaning out the garage or preparing a report, they need to be properly organized. So, one-on-one, or in groups, knowledge workers spend much of their time talking—planning, negotiating, and arranging; preparing to do something.作者: CUR 時(shí)間: 2025-3-25 18:27 作者: acrophobia 時(shí)間: 2025-3-25 20:33
,Jeff’s journal: project work on the inside,nvention for notes. As you might expect, Jeff had no references, except for a definition or two or an idea that he looked up online. As his journal now has both a different purpose and audience, I’ve turned these into endnotes and have included additional references where it seemed appropriate to do so.作者: GRAIN 時(shí)間: 2025-3-26 00:32 作者: strain 時(shí)間: 2025-3-26 05:14
https://doi.org/10.1057/9780230343412care; Commitment; cooperation; management; science and technology作者: Intervention 時(shí)間: 2025-3-26 12:08
978-1-349-33892-4Palgrave Macmillan, a division of Macmillan Publishers Limited 2011作者: 沉默 時(shí)間: 2025-3-26 13:19 作者: 光亮 時(shí)間: 2025-3-26 19:17 作者: legitimate 時(shí)間: 2025-3-27 00:04
https://doi.org/10.1007/978-1-349-08393-0ld of management consulting.. It is also a myth. There is no whole to change. Departments, divisions, and organizations are not made of Lego blocks, which can be rearranged to create a new and different structure.作者: Constant 時(shí)間: 2025-3-27 03:57
http://image.papertrans.cn/b/image/185222.jpg作者: Pericarditis 時(shí)間: 2025-3-27 08:28
Cornelia Navari,Tonny Brems Knudsenmanagement will remain a basic and dominant institution perhaps as long as Western civilization itself survives”.. What a surprise, then, to find him administering the last rites to management a little more than 40 years later: “as we advance deeper into the knowledge economy, the basic assumptions 作者: CUB 時(shí)間: 2025-3-27 10:09 作者: 輕觸 時(shí)間: 2025-3-27 13:50
https://doi.org/10.1057/9781403983237 to resonate with the collective energy of people doing things together (not always in harmony and not always successfully), books on management invariably make it seem inert, mechanical, and, frankly, dull. There is hardly a hint at how people depend on one another and what happens when cooperation作者: nominal 時(shí)間: 2025-3-27 21:32 作者: 強(qiáng)制令 時(shí)間: 2025-3-27 22:29
https://doi.org/10.1007/978-1-349-60134-9déjà vu? Your circumstances and experiences are probably different, but situations like these are quite common and, as it is highly likely a successful project will be derailed, the question is: why? Followed by: what do you do about it, or what can you do about it? Jeff’s answer to the first is tha作者: Debility 時(shí)間: 2025-3-28 02:24
https://doi.org/10.1007/978-1-349-60134-9ooks, hundreds of writers have had their say about organizations, management, and leadership, but haven’t shown much interest in work.. When they do, they don’t distinguish one kind of work from another. It is all just “work.” As a result we are surrounded at work by talk, images, and practices of f作者: flimsy 時(shí)間: 2025-3-28 09:29 作者: Fecundity 時(shí)間: 2025-3-28 13:16
https://doi.org/10.1007/978-1-349-14277-4g revolves around people making up their minds and aligning: making plans, establishing priorities, agreeing on schedules, and so on. It is often tough to get some consensus on what to do, when, and how, but having done this, they’ll change their minds, revise their plans, adjust their priorities, o作者: Ptosis 時(shí)間: 2025-3-28 15:21
https://doi.org/10.1007/978-1-349-14277-4istrators—authorized to organize work and responsible for setting goals, making plans, drawing up schedules, creating rules, and so on—and workers, who are not. Fredrick Taylor, who portrayed workers as dull-witted and competent only to take and follow the most basic instructions, had a hand in shap作者: 消息靈通 時(shí)間: 2025-3-28 19:20 作者: 枕墊 時(shí)間: 2025-3-29 00:50
Directory of International Organizations,, align with one another. They look out, to their networks, including their clients and customers, for ideas, advice, and guidance. When it is . work, it is personal. They know what constitutes good work and want to do the best work they can.. When the human spirit is paired with collective judgment作者: 晚來(lái)的提名 時(shí)間: 2025-3-29 06:30
https://doi.org/10.1007/978-1-349-08393-0ld of management consulting.. It is also a myth. There is no whole to change. Departments, divisions, and organizations are not made of Lego blocks, which can be rearranged to create a new and different structure.作者: FECT 時(shí)間: 2025-3-29 07:37
https://doi.org/10.1007/978-1-349-22478-4t I have been poking around inside knowledge-work and the mindset we call management in order to understand work practices. Whatever they do, you can assume people want to do a decent job and, whether it is cleaning out the garage or preparing a report, they need to be properly organized. So, one-on作者: famine 時(shí)間: 2025-3-29 12:59 作者: Perennial長(zhǎng)期的 時(shí)間: 2025-3-29 16:13 作者: 一大群 時(shí)間: 2025-3-29 21:30
Tools are the empty heart of management or why strategic initiatives fail,If you are looking for the heart of knowledge-work, you will find it in all varieties of talk which make organizing and aligning possible: from calm and open discussion to negotiating, gossiping, bickering, bargaining, haggling, conferring, chatting, and arguing. As management is all tools and no talk, however, our work places have no heart.作者: 老人病學(xué) 時(shí)間: 2025-3-30 03:40 作者: set598 時(shí)間: 2025-3-30 04:41
The end of the line,management will remain a basic and dominant institution perhaps as long as Western civilization itself survives”.. What a surprise, then, to find him administering the last rites to management a little more than 40 years later: “as we advance deeper into the knowledge economy, the basic assumptions 作者: 大氣層 時(shí)間: 2025-3-30 09:14
Getting into work, operation, they have a similar, simple recipe. They start with the premise (often left unsaid) that organizations consist of two separate sets of activities—management and work—and then concentrate on management alone. Work and workers hardly feature. Managers (“above”) plan, budget, schedule, and 作者: 錯(cuò)誤 時(shí)間: 2025-3-30 13:58
Organizing: getting the beat, to resonate with the collective energy of people doing things together (not always in harmony and not always successfully), books on management invariably make it seem inert, mechanical, and, frankly, dull. There is hardly a hint at how people depend on one another and what happens when cooperation作者: crescendo 時(shí)間: 2025-3-30 16:55 作者: Chandelier 時(shí)間: 2025-3-30 22:50
Left-brain management and right-brain organizing,déjà vu? Your circumstances and experiences are probably different, but situations like these are quite common and, as it is highly likely a successful project will be derailed, the question is: why? Followed by: what do you do about it, or what can you do about it? Jeff’s answer to the first is tha
