Beyond Management Taking Charge at Work by Mark Addleson 9 ppt
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.24What does he actuallyGetting into work 19 this 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 ... can’t eliminatepart of a mindset. We need to put all organizations beyond management, by finding new practices: practices for organizing knowledge -work thatare good for knowledge -work. To get...
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Beyond Management Taking Charge at Work by Mark Addleson_2 docx
... 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 ... 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 ... thisis what I want to know about. Every interaction in every connection isa working relationship that influences how people work together, whatthey do, and what they accomplish. These are what I...
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Beyond Management Taking Charge at Work by Mark Addleson_3 ppt
... 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, ... One isthat knowledge -work is done by individuals, just like factory -work; only,instead of being done at workbenches or on production lines, it is at thenodes on each end of a network connection, ... in-between” At this point, I can state that I’m taking a radically different line onwhat knowledge -work is and on how people do it. What individuals think,believe, and do certainly matters: in...
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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 ... University Press. Copyrightc 199 8 by Etienne Wenger.80 Beyond Management on. (Remember that job descriptions originated in factories.) How couldthey do what they do but do more of it and ... whatever theywant to do. 94 Beyond Management another), in your social spaces, at the boundaries of your interpersonalrelationships, which hold your conversations. 29 The work of organizing is...
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Beyond Management Taking Charge at Work by Mark Addleson_5 docx
... costs.16BPR at Jet Propulsion LabsLooking for a study of BPR that I could use to show why strategic ini-tiatives fail, I was fortunate to find an excellent one. In the 199 0s, top management at Jet ... developmentProblemSolutionTimeMaintenanceVerificationImplementationDesignRequirementsFigure 9. 1 The waterfall modelSource: Adapted from a diagram by Paul Hoadley. Used with his permission.124 Beyond Management is no care in management. ... 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 ... Knopf, 199 1).A conference at Lancaster University in 199 2 marks one of the first major academicinquiries into knowledge -work. Papers presented there are published in the Journalof Management ... good work, acknowledging their col-lective effort, which shows you care about what they do, strengthens work relationships, contributes to better collaboration, and encourages everyone 198 196 Beyond...
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Beyond Management Taking Charge at Work by Mark Addleson_11 ppt
... andantecedents that go back to the 196 0s. It is not difficult to read into both contributionsthat knowledge management marks the arrival of knowledge -work and the recogni-tion that, prior to the 199 0s, ... Complex-ity and Organization 1 ( 199 9): 49 72Goleman, Daniel. Emotional Intelligence: Why It Matters More Than I.Q. New York:Bantam Publishers, 199 5.Goleman, Daniel. “What Makes a Leader?” Harvard ... ( 199 8): 93 –102.Grant, David, Tom W. Keenoy, and Cliff Oswick, eds. Discourse and Organization.London: SAGE Publications, 199 8.Growler, Dan, and Karen Legge. “The Meaning of Management and Management...
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Beyond Management Taking Charge at Work_1 docx
... pyramid-maze puzzle 206x Beyond Management Taking Charge at Work Mark Addleson viiiContentsRelationships and accountability 140Talking the talk 142Cultivating a new narrative is tough 144New ... (often left unsaid) that organizations consist oftwo separate sets of activities management and work and then concen-trate on management alone. Work and workers hardly feature. Managers(“above”) ... of being present 192 Casting a round for partners 193 Keeping an eye on your purpose 194 Encourage active participation 196 15 Good work wanted 198 Who knows good work? 198 Work is human to the...
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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 general64 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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