Beyond Management Taking Charge at Work by Mark Addleson 4 pot
Beyond Management Taking Charge at Work by Mark Addleson_1 docx
... andpracticing 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 arethe six Ds: documentation, data, ... problem. 24 What does he actuallyGetting into work 19this is where I want to change metaphors. Because I want to emphasize thatthis is the way you look at work when wearing a management hat, fromnow ... illustrated in Figure 4. 1].ControlDisorganized –without management Organized –with management CoordinationPlans RulesSystemsStructureFigure 4. 1 Management I also learned one golden rule at...
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Beyond Management Taking Charge at Work by Mark Addleson_2 docx
... brainstorming, and strategizing.The heart and structure of project work is networks of conversations. 34 Beyond Management Here is a paradox for me: we have all the pieces that management experts ... conversation generates its own possibilities for action. Opportu-nities that weren’t there are created by the conversation, in the con-versation, with each conversation generating a unique combination ... why we work in teams. Team -work means collaboration and we know that whenpeople collaborate extraordinary things can happen. There is alwayspotential for creativity in planning a presentation,...
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Beyond Management Taking Charge at Work by Mark Addleson_3 ppt
... schedules of classes, and devise exercises68 Beyond Management Mgr 21Mgr 11Mgr 12Mgr 13Mgr 14 Mgr 15Mgr 45 Mgr 44 Mgr 43 Mgr 42 Mgr 41 Mgr 22Mgr 23Mgr 24 Professional groupsGeneral managerBusiness ... 6Knowledge -work in close-upWhat is knowledge -work? It may be one of the great paradoxes of work life that we spend so muchtime at work but have so little to say about the nature of work. In businessbooks, ... to organize.72 Beyond Management Figure 6 .4 Some knowledge workers at work clarify what they are talking about. Talking together, they get ideas aboutwhat is going on or what they are dealing...
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Beyond Management Taking Charge at Work by Mark Addleson_4 pot
... and what they can do. Then, the sense of whatthey’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, oris it specific managers? Has the strategic reorg, initiated by management, created a series of interrelated ... thosewho had been doing this work for longer had close ties to their clients thatmeant a lot to them. At any rate, this particular boundary generated heateddiscussion.The work of organizing83Having...
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Beyond Management Taking Charge at Work by Mark Addleson_5 docx
... investigated the attacks on the WorldTrade Center and the Pentagon that took place in September 2001 foundthat security and intelligence organizations (of which there are a great1 14 Beyond Management matter ... relationships. As Bell and Floresput it, “The ingredients of work are the questions and commitmentsand possibilities that bring things forth.” 24 1 04 Beyond Management business may vary. At ... what you can do to “flat-ten the organization.” What options do you have? The top and bottom areaccounted for. Top management has to run the show and, at the bottom,workers have to do the work. ...
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Beyond Management Taking Charge at Work by Mark Addleson_9 ppt
... person-to-person, relationship -by- relationship. For the sakeof good work, for our humanity, and, perhaps, for the future of humanitythis matters a great deal.210 Beyond Management for exact benchmarks of ... circumstances, tied to attitudes, values, andideals. For example, what doctors can do and what their patients and theGood work wanted215played out below, with all that power concentrated at the top, ... mythology. But, as Matthew Crawford writes, with them comes “akind of infantilization at work [that] offends the spirited personality.”To illustrate a “material culture” that promises to “disburden...
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Beyond Management Taking Charge at Work by Mark Addleson_11 ppt
... knowledge management today is dominated by the belief–perpetuated by consultants and vendorsof IT products–that you can add knowledge (actually “information”) to management Notes255 14. Henri-Louis ... Immediate Data of Conscious-ness Translated by F.L. Pogson. New York: Dover, 2001.Beyer, Damon, Nico Canner, Jon Katzenbach, Zia Khan, et al. The Informal Organization:A Report by Katzenbach ... “Reengineering Work: Don’t Automate, Obliterate.” Harvard BusinessReview 68, no. 4 (1990): 1 04. Hammer, Michael. Beyond Reengineering: How the Process-Centered OrganizationIs Changing Our Work and...
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Beyond Management Taking Charge at Work_1 docx
... puzzle 206x Beyond Management Taking Charge at Work Mark Addleson viiiContentsRelationships and accountability 140 Talking the talk 142 Cultivating a new narrative is tough 144 New language ... work 38Jeff’s cloud theory 38The connections matter 40 Part 3: structure in organizing 42 Organizing = effort + magic 42 Work emerges 43 Self-organizing 43 Networks of conversations 44 Relationships ... 144 New language for new conversations 146 Walking a tightrope 146 What is your story? 148 Three words that must go: management, organization,leadership 149 12 Conversations for aligning: openness,...
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Beyond Management Taking Charge at Work_2 doc
... andpracticing 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 arethe six Ds: documentation, data, ... in the work. With factory- work, the difference isn’t that significant. You can get a good sense of whatpeople are doing by watching them, which is what supervisors do. Withknowledge -work, however, ... systematic disor-ganization 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 ittakes to do knowledge-work...
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Beyond Management Taking Charge at Work_4 pot
... 6Knowledge -work in close-upWhat is knowledge -work? It may be one of the great paradoxes of work life that we spend so muchtime at work but have so little to say about the nature of work. In businessbooks, ... a frank conversation and there may be a general 64 Beyond Management Notice that my definition doesn’t refer to categories of work or work- ers, but to practices. It is deliberately broad, covering ... about work or from what we pay atten-tion to. In Figure 5.2, the text over the right brain is almost invisible, asa reminder that the work of organizing doesn’t count as work. Work meanswhatisontheleft.Jeff...
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