標(biāo)題: Titlebook: Get Better at Flatter; A Guide to Shaping a Markus Reitzig Book 2022 The Editor(s) (if applicable) and The Author(s), under exclusive licen [打印本頁(yè)] 作者: 異國(guó) 時(shí)間: 2025-3-21 20:08
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作者: cutlery 時(shí)間: 2025-3-21 20:45 作者: Defraud 時(shí)間: 2025-3-22 02:48
Household Economic Losses of Urban Flooding,oduces Richard Borek, a 500-plus-employee, Germany-based company specializing in selling collectors’ items. Part A describes the history of the company until about 2018, when the company commenced to move from a seven-layer hierarchy to a four-layer one. Part B reflects on what has happened since.作者: intangibility 時(shí)間: 2025-3-22 07:44
Where Does a Flat Structure Reach its Limits?caling. Blending in-depth scientific insights on information aggregation within groups with and anecdotal evidence from the corporate world, it provides a sense of what seems possible, and where flat structures hit the ceiling. It also discusses implications for the adoption of atypical hierarchies within organizations.作者: impaction 時(shí)間: 2025-3-22 11:34 作者: 自制 時(shí)間: 2025-3-22 15:04 作者: 自制 時(shí)間: 2025-3-22 17:44
P. S. N. Murthy,Tanvi Arora,Shakeel Ahmedall organizational activities along the dimensions of the 4+1 framework developed by Puranam et al. (.(2), 162–180, 2014): (1) dividing tasks (determining what needs to be done), (2) allocating tasks (determining who does what), (3) distributing rewards (determining who gets what), (4) providing inf作者: 僵硬 時(shí)間: 2025-3-22 23:42 作者: murmur 時(shí)間: 2025-3-23 01:35
https://doi.org/10.1007/3-540-29387-6zation. In a manager-friendly way, it reports what is known from science about which type of staff are particularly susceptible to being granted autonomy, when, and why. The chapter also raises the question of which individuals act responsibly with such autonomy, and why. In addition to the earlier 作者: 使熄滅 時(shí)間: 2025-3-23 06:00 作者: hardheaded 時(shí)間: 2025-3-23 11:49
Groundwater Resource Management, costs of self-coordination as best as possible. Depending on the dimension along which management wants to delegate decision rights eventually, the chapter suggests design measures that can make the flatter structure more efficient: modularization to facilitate high delegation pertaining to task di作者: 不適 時(shí)間: 2025-3-23 15:57 作者: Collision 時(shí)間: 2025-3-23 19:07
Methods of Monitoring Groundwater Radon,caling. Blending in-depth scientific insights on information aggregation within groups with and anecdotal evidence from the corporate world, it provides a sense of what seems possible, and where flat structures hit the ceiling. It also discusses implications for the adoption of atypical hierarchies 作者: RECUR 時(shí)間: 2025-3-24 01:08
Aman Kumar Bohidar,Ishtiyaq Ahmadlve, and how to treat them given a realistic corporate goal. It distinguishes between two main scenarios—one in which a large, traditionally managed company seeks to delayer its hierarchy, and one in which a startup wants to retain its working environment and grow in a flat manner. Practical decisio作者: Guaff豪情痛飲 時(shí)間: 2025-3-24 04:35
Household Economic Losses of Urban Flooding,oduces Richard Borek, a 500-plus-employee, Germany-based company specializing in selling collectors’ items. Part A describes the history of the company until about 2018, when the company commenced to move from a seven-layer hierarchy to a four-layer one. Part B reflects on what has happened since.作者: pericardium 時(shí)間: 2025-3-24 07:13 作者: antiandrogen 時(shí)間: 2025-3-24 14:15
https://doi.org/10.1007/978-4-431-53904-9gement concepts that are often associated with the topic—concepts such as agility, blockchain-based decentralized autonomous organizing (DAOs), holacracy, RenDanHeYi, or Scrum. Scrutinizing these contemporaneous approaches against the backdrop of the theory underlying and developed in this book, rea作者: assent 時(shí)間: 2025-3-24 16:42 作者: Intersect 時(shí)間: 2025-3-24 22:51
The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerl作者: 設(shè)施 時(shí)間: 2025-3-25 02:11 作者: Glaci冰 時(shí)間: 2025-3-25 03:22 作者: 保守黨 時(shí)間: 2025-3-25 09:29 作者: NAUT 時(shí)間: 2025-3-25 14:41
What Does It Mean to Move Toward a “Flatter” Structure?ining managers gain extra time by delegating decision-making rights efficiently to employees, and when employees feel compelled to use their new autonomy. It ends by asking where exactly managers can delegate to save time (Chap. .), and why employees would be willing to take over the responsibility (Chap. .).作者: 對(duì)手 時(shí)間: 2025-3-25 17:22
What Type of Persons Should You Take on the Journey? anecdotes complement each other. The chapter ends with a nuanced list of characteristics that employees should ideally bring to the table to work effectively and efficiently in different types of decentralized organizations. In doing so, the chapter provides management with a guide to optimal hiring for staffing flat structures.作者: garrulous 時(shí)間: 2025-3-25 20:33 作者: compel 時(shí)間: 2025-3-26 02:14
Groundwater Resource Management,hapter suggests design measures that can make the flatter structure more efficient: modularization to facilitate high delegation pertaining to task division and allocation; slack to facilitate decentralized autonomous rewards distribution; and voting, lateral authority, and arbitration to enable efficient decentralized exception management.作者: mercenary 時(shí)間: 2025-3-26 07:37
Suraj Kumar Mallick,Somnath Rudraof 2021. Part B tells the story of what has happened during that period. Readers are encouraged to read part A before reflecting on what they would expect to happen in part B, drawing inspiration from the book’s analysis and the guides in Chap. . in particular.作者: Myelin 時(shí)間: 2025-3-26 12:23
https://doi.org/10.1007/978-4-431-53904-9acy, RenDanHeYi, or Scrum. Scrutinizing these contemporaneous approaches against the backdrop of the theory underlying and developed in this book, readers will learn where to place the current concepts in a bigger and arguably longer-lasting picture of structuring organizations.作者: 典型 時(shí)間: 2025-3-26 14:15
Groundwater quality - saltwater intrusions, sanction norm deviation by employees who are less susceptible to working in quasi-decentralized structures. To help both autarky-loving and other employees embrace their novel freedom, it argues for the need to provide organizational support to employees challenged with working autonomously.作者: 機(jī)制 時(shí)間: 2025-3-26 20:00
Huan Huan,Jianwei Xu,Jinsheng Wang,Beidou Xiscientific literature and case-based evidence from vanguard organizations featured in this book and elsewhere, the chapter links different types of flat structures to goals such as corporate creativity, speed, and attraction and retention of talent.作者: 昏睡中 時(shí)間: 2025-3-26 22:00
Aman Kumar Bohidar,Ishtiyaq Ahmadn-making trees help executives go through the process in stepwise fashion. Testing the explanatory power of these trees on the case studies provided in Chap. . helps readers appreciate their explanatory power.作者: 嘴唇可修剪 時(shí)間: 2025-3-27 03:03
How to Enforce and Foster Effective Self-organization? sanction norm deviation by employees who are less susceptible to working in quasi-decentralized structures. To help both autarky-loving and other employees embrace their novel freedom, it argues for the need to provide organizational support to employees challenged with working autonomously.作者: FISC 時(shí)間: 2025-3-27 06:24
When Can Flat Structures Beat More Centralized Structures?scientific literature and case-based evidence from vanguard organizations featured in this book and elsewhere, the chapter links different types of flat structures to goals such as corporate creativity, speed, and attraction and retention of talent.作者: 聽(tīng)寫(xiě) 時(shí)間: 2025-3-27 13:23 作者: 頭盔 時(shí)間: 2025-3-27 17:37
How to Design the Playing Field for Efficient Quasi-decentralization?hapter suggests design measures that can make the flatter structure more efficient: modularization to facilitate high delegation pertaining to task division and allocation; slack to facilitate decentralized autonomous rewards distribution; and voting, lateral authority, and arbitration to enable efficient decentralized exception management.作者: ineffectual 時(shí)間: 2025-3-27 20:20 作者: Hallowed 時(shí)間: 2025-3-27 23:55 作者: MIRTH 時(shí)間: 2025-3-28 03:51 作者: HEED 時(shí)間: 2025-3-28 06:48
What Managers Can Effectively and Efficiently Delegateall organizational activities along the dimensions of the 4+1 framework developed by Puranam et al. (.(2), 162–180, 2014): (1) dividing tasks (determining what needs to be done), (2) allocating tasks (determining who does what), (3) distributing rewards (determining who gets what), (4) providing inf作者: 一起平行 時(shí)間: 2025-3-28 13:11 作者: LAVA 時(shí)間: 2025-3-28 17:31 作者: MUTE 時(shí)間: 2025-3-28 19:46
How to Enforce and Foster Effective Self-organization?t address and support its employees appropriately for the new work environment, too. This chapter asks how managers should confront their people ideally in a flat environment. To ensure that organizational effectiveness does not hinge on driven staff alone, the chapter suggests implementing rules to作者: FIN 時(shí)間: 2025-3-28 23:56
How to Design the Playing Field for Efficient Quasi-decentralization? costs of self-coordination as best as possible. Depending on the dimension along which management wants to delegate decision rights eventually, the chapter suggests design measures that can make the flatter structure more efficient: modularization to facilitate high delegation pertaining to task di作者: HPA533 時(shí)間: 2025-3-29 05:44
When Can Flat Structures Beat More Centralized Structures?k well that delegate either task division, task allocation, rewards distribution, information exchange, or exception management—or combinations thereof—to employees, this chapter seeks to answer how these different types of high-delegation setups serve different corporate goals. Drawing on both the 作者: 清唱?jiǎng)?nbsp; 時(shí)間: 2025-3-29 10:32
Where Does a Flat Structure Reach its Limits?caling. Blending in-depth scientific insights on information aggregation within groups with and anecdotal evidence from the corporate world, it provides a sense of what seems possible, and where flat structures hit the ceiling. It also discusses implications for the adoption of atypical hierarchies 作者: anagen 時(shí)間: 2025-3-29 12:41 作者: 永久 時(shí)間: 2025-3-29 16:08 作者: 協(xié)議 時(shí)間: 2025-3-29 20:37
Flat Growth: The Case of wirDesignture to govern the company’s activities. Part A of the case contrasts the organizational design of the company in its founding days in 1982 with that of 2021. Part B tells the story of what has happened during that period. Readers are encouraged to read part A before reflecting on what they would ex作者: 有說(shuō)服力 時(shí)間: 2025-3-30 00:43
Flat Fads or More? From , as in “agile” to , as in “zi zhu jing ying ti” …gement concepts that are often associated with the topic—concepts such as agility, blockchain-based decentralized autonomous organizing (DAOs), holacracy, RenDanHeYi, or Scrum. Scrutinizing these contemporaneous approaches against the backdrop of the theory underlying and developed in this book, rea作者: 靈敏 時(shí)間: 2025-3-30 06:59
What Managers Can Effectively and Efficiently Delegatenagers in particular. Importantly, the chapter illustrates that a plethora of different flat structures can be created, depending on where decision rights are being delegated, and that many of them can free up managerial time.作者: RODE 時(shí)間: 2025-3-30 09:18
Why Would Employees Ever Assume Extra Work in a Decentralized Organization? autonomy to their employees along the 4+1 dimensions of organizing. In doing so, this chapter forms the basis for understanding whom to recruit externally or internally for which type of flat organization (Chap. .), and how to treat them optimally (Chap. .)—to stand a chance to make flatter the bet
