Taking charge behavior at viettinbank

Beyond Management Taking Charge at Work_1 docx

Beyond Management Taking Charge at Work_1 docx
... Cultivating a new narrative is tough New language for new conversations Walking a tightrope What is your story? Three words that must go: management, organization, leadership 12 Conversations ... What aligning is and isn’t 89 90 92 94 94 Tools are the empty heart of management or why strategic initiatives fail Management myopia Work practices that are missing in action The genie that ... Three domains of conversations Illustrating the framework What to with the framework Missing conversations Conversations for openness Conversations for commitments Conversations for accountability...
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Beyond Management Taking Charge at Work_2 doc

Beyond Management Taking Charge at Work_2 doc
... practicing management you don’t know what you don’t know about work or organizing it Going “inside” work Looking at work through a management lens today, what you see are the six Ds: documentation, data, ... phone, watching a slide presentation, or chatting in the elevator, and this wouldn’t get us very far We’d miss what is most important in knowledge-work: the organizing that people There is no data ... Feeling that what they’re doing isn’t right yet and that they’ve got some way to go, they’ll wonder whether their colleagues will be satisfied and worry that the others won’t appreciate how much...
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Beyond Management Taking Charge at Work_4 pot

Beyond Management Taking Charge at Work_4 pot
... in-between” At this point, I can state that I’m taking a radically different line on what knowledge-work is and on how people it What individuals think, believe, and certainly matters: in fact, it matters ... appreciate that this group’s problems (or, for that matter, any group saying “What does this mean?” and asking “What should we do?”) are different You’ll also appreciate why I want to emphasize that ... is that words don’t matter—numbers You’ll learn to create and handle tools: to read a balance sheet, formulate a competitive strategy, calculate the net present value of a stream of anticipated...
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Beyond Management Taking Charge at Work_8 potx

Beyond Management Taking Charge at Work_8 potx
... to management tools that come with lots of diagrams, some formulae, at least a few charts, and a three- or fivestep program Yet, as we organize in conversation, one conversation at a Conversations ... breathe high control into the conversation It is impossible to separate this word from industrial-age practices and doing things the MBA way, because this is what everyone associates with management ... organization needs it (e.g a strategic plan, an integrated IT system, or a mission statement) or because it’s in the organization’s interests (e.g to give executives exorbitant remuneration packages,...
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Beyond Management Taking Charge at Work_10 potx

Beyond Management Taking Charge at Work_10 potx
... circumstances, tied to attitudes, values, and ideals For example, what doctors can and what their patients and the 203 204 Beyond Management nurses will tolerate and even be grateful for in the field, ... mythology But, as Matthew Crawford writes, with them comes “a kind of infantilization at work [that] offends the spirited personality.” To illustrate a “material culture” that promises to “disburden ... Mats Alvesson and Hugh Willmott, eds., Critical Management Studies (London: SAGE Publications,1992) Gary Hamel, “Moon Shots for Management: What Great Challenges Must We Tackle to Reinvent Management...
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Beyond Management Taking Charge at Work_12 potx

Beyond Management Taking Charge at Work_12 potx
... improvisation has crept into literature on management and leadership from time to time E.g Frank J Barrett, “Creativity and Improvisation in Jazz and Organizations: Implications for Organizational ... remunerated I’m not only talking about differences in remuneration between the top and at the bottom, although, certainly, this social stratification creates boundaries to cooperation in organizations ... thinking on narrative to organizations, explaining that organizations are a web of narratives A small sample of contributors to this field includes: Barbara Czarniawska, Narrating the Organization: Dramas...
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Beyond Management Taking Charge at Work_13 potx

Beyond Management Taking Charge at Work_13 potx
... 102, 106, 190, 214 management relies almost exclusively on, 57, 98, 102, 234n prevent us from seeing what matters, 100, 103 symbiotic relationship with talk, 59, 102, 183 that treat time as continuous ... 259n ecosystems, organizations are like, 40 efficiency a weasel-word, associated with a machine logic, 52, 54, 62, 139; is factory-talk, 149 at the heart of management, management speak, 13, 19, ... missing conversations, 157–8 obsolete, 1–2, 3, 16, 77 reinforce hierarchy, 180 rely on individualistic view of work, 71 responsible for systematic disorganization, 12–13 separate management from...
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Beyond Management Taking Charge at Work by Mark Addleson_1 docx

Beyond Management Taking Charge at Work by Mark Addleson_1 docx
... practicing management you don’t know what you don’t know about work or organizing it Going “inside” work Looking at work through a management lens today, what you see are the six Ds: documentation, data, ... systematic disorganization at work, things fall apart because, with a view from the top, you can’t see what knowledge workers are doing and you can’t tell what it takes to knowledge -work well Relationships ... them in the work With factorywork, the difference isn’t that significant You can get a good sense of what people are doing by watching them, which is what supervisors With knowledge -work, however,...
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Beyond Management Taking Charge at Work by Mark Addleson_2 docx

Beyond Management Taking Charge at Work by Mark Addleson_2 docx
... the top, work at the bottom, and the 35 Beyond Management 36 customer must be close to the work At any rate, he is outside the triangle and outside the view and responsibilities of management ... is what I want to know about Every interaction in every connection is a working relationship that influences how people work together, what they do, and what they accomplish These are what I must ... possibilities for action Opportunities that weren’t there are created by the conversation, in the conversation, with each conversation generating a unique combination of ideas, perspectives, and possibilities...
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Beyond Management Taking Charge at Work by Mark Addleson_3 ppt

Beyond Management Taking Charge at Work by Mark Addleson_3 ppt
... Knowledge -work in close-up What is knowledge -work? It may be one of the great paradoxes of work life that we spend so much time at work but have so little to say about the nature of work In business ... in-between” At this point, I can state that I’m taking a radically different line on what knowledge -work is and on how people it What individuals think, believe, and certainly matters: in fact, it matters ... can tell, just by looking at office work spaces designed for “maximum productivity” that the mindset still prevails at work Spaces are arranged so that it is difficult for people working a few...
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Beyond Management Taking Charge at Work by Mark Addleson_4 pot

Beyond Management Taking Charge at Work by Mark Addleson_4 pot
... there and what they can Then, the sense of what they’ll do—their work emerges, bit by bit, conversation by conversation Usually, as this happens, a network grows along with their conversations “I’ll ... groups–they work with But, which others? Is it management, meaning everyone who is a manager, or is it specific managers? Has the strategic reorg, initiated by management, created a series of interrelated ... action “Creative,” meaning “originative; productive; resulting 81 82 Beyond Management from originality of thought, expression, etc.; imaginative,” is exactly the right word for this work. 6 What is...
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Beyond Management Taking Charge at Work by Mark Addleson_5 docx

Beyond Management Taking Charge at Work by Mark Addleson_5 docx
... of work: The real basic structure of the workplace is the relationship Each relationship is itself part of a larger network of relationships The fact is that work gets done through these relationships ... investigated the attacks on the World Trade Center and the Pentagon that took place in September 2001 found that security and intelligence organizations (of which there are a great 107 108 Beyond Management ... wondering what you can to “flatten the organization.” What options you have? The top and bottom are accounted for Top management has to run the show and, at the bottom, workers have to the work But,...
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Beyond Management Taking Charge at Work by Mark Addleson_9 ppt

Beyond Management Taking Charge at Work by Mark Addleson_9 ppt
... circumstances, tied to attitudes, values, and ideals For example, what doctors can and what their patients and the 203 204 Beyond Management nurses will tolerate and even be grateful for in the field, ... mythology But, as Matthew Crawford writes, with them comes “a kind of infantilization at work [that] offends the spirited personality.” To illustrate a “material culture” that promises to “disburden ... these performance evaluations, which started with piece -work and are as universally mocked and criticized by employees as they are staunchly defended by management, is that work always individual...
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Beyond Management Taking Charge at Work by Mark Addleson_11 ppt

Beyond Management Taking Charge at Work by Mark Addleson_11 ppt
... hardly conducive to creative experimentation and learning It is a depressing attitude rather than an uplifting one It instills fear at work rather than inspiring joy in work See Michel Foucault, ... improvisation has crept into literature on management and leadership from time to time E.g Frank J Barrett, “Creativity and Improvisation in Jazz and Organizations: Implications for Organizational ... remunerated I’m not only talking about differences in remuneration between the top and at the bottom, although, certainly, this social stratification creates boundaries to cooperation in organizations...
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Hardcover Taking Charge at Work_1 ppt

Hardcover Taking Charge at Work_1 ppt
... interact The connections matter [As illustrated in Figure 4.4] organizations are like ecosystems We don’t know what the whole looks like, but this doesn’t matter What counts is relationships – interconnections ... possibilities for action Opportunities that weren’t there are created by the conversation, in the conversation, with each conversation generating a unique combination of ideas, perspectives, and possibilities ... not have created that presentation on my own Somehow, a group’s conversation taps into a hidden well of knowledge and draws from each of us something inspired that is relevant to what we are working...
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