Beyond Management: Taking Charge at Work [NOOK Book]


The systems and structures that we call 'management' are obsolete. They were developed for smokestack factories, during the industrial era. Devised for producing goods efficiently, management practices are geared to solving technical, left-brain problems: the kind that occurs when production is highly mechanized, work is repetitive, and people labor in isolation.

A century ...
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Beyond Management: Taking Charge at Work

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The systems and structures that we call 'management' are obsolete. They were developed for smokestack factories, during the industrial era. Devised for producing goods efficiently, management practices are geared to solving technical, left-brain problems: the kind that occurs when production is highly mechanized, work is repetitive, and people labor in isolation.

A century later, work has changed but management has not. It is inflexible, top-heavy, and old.

In smoke-free offices, 21st Century knowledge workers organize themselves. Creative and agile, they network or team to tackle complex, right-brain problems by interacting and sharing information: talking, texting, asking questions as they make decisions collectively. Beyond Management explains why the tools, rules, competition, and compliance favored by management are actually disorganizing and cause breakdowns at work. It also shows you how to replace out-dated practices with new ones that empower knowledge workers.
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Editorial Reviews

From the Publisher

"In Beyond Management: Taking Charge at Work, Mark Addleson goes beyond the easy platitudes of most authors on collaborative work to dig deep into the underpinnings of exactly how people work together in peer-to-peer relationships and networks. From this foundation his suggestions are well grounded in research and practice, yet are practical and straightforward for managers and leaders to implement. He incisively drives home why the world of work must be understood as socially driven. His examples and pragmatic suggestions show how to use the way people naturally network and self organize to speed sense making, improve decisions and foster creativity. Well done!" - Verna Allee, President ValueNet Works, author Value Networks and the True Nature of Collaboration

"Mark Addleson's Beyond Management shows us not only why the hierarchical bureaucracy of traditional management is expensive, inefficient and at odds with the needs of today's organization but also how knowledge-work can be organized to establish the needed values of responsibility, collaboration, imagination, collaboration, flexibility, and accountability." - Steve Denning, consultant and author of The Leader's Guide to Radical Management: Reinventing the Workplace for the 21st Century
"Beyond Management charts the new world of knowledge work, in which hierarchical organizations have been replaced by flexible, self-organizing networks. It is critical reading for anyone who wants to understand the nature of the contemporary workplace." -Francis Fukuyama, Olivier Nomellini Senior Fellow, Freeman Spogli Institute for International Studies, Stanford University, author The End of History and the Last Man and The Origins of Political Order: From Prehuman Times to the French Revolution

"Exploring the social, creative, and cooperative nature of knowledge work, Beyond Management offers a deeper understanding of how to achieve organizational success. It is required reading for those who need to navigate the new world of work." - Janine R. Wedel, Professor, George Mason University School of Public Policy, author Shadow Elite: How the World's New Power Brokers Undermine Democracy, Government, and the Free Market

"Few books, much less those about management, look at the world of work adopting the 'view from practice.' This one [Beyond Management] does. And it finds that the practice of knowledge workers is so fundamentally about caring, meaning making, and 'organizing' as social activities that the traditional division of labor between those who organize and those who implement has become obsolete—and indeed counterproductive. The challenge? Organizations have to rediscover the practice of organizing from the ground up." - Etienne Wenger, Researcher, consultant, and author of Communities of Practice: Learning, Meaning, and Identity.

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Product Details

  • ISBN-13: 9780230349759
  • Publisher: Palgrave Macmillan
  • Publication date: 9/22/2011
  • Sold by: Barnes & Noble
  • Format: eBook
  • Pages: 288
  • File size: 2 MB

Meet the Author

MARK ADDLESON is an Associate Professor of Management Economics at George Mason University School of Public Policy, Washington D.C., USA. Before joining George Mason University in 1994, Professor Addleson taught for more than 20 years in his native South Africa at the University of the Witwatersrand's Graduate School of Business Administration, where he was head of the General Management program. From 1989 to 1994, Professor Addleson was a director of Econometrix, a firm of consultants with clients across all sectors of the economy. He has consulted with many companies and public and non-profit organizations both in the United States and South Africa. Professor Addleson publishes regularly in academic journals and has authored books, newspaper articles, and papers presented at local and overseas conferences. He has been awarded numerous research grants and the Wits Business School's award for teaching excellence.
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Table of Contents

The End of the Line
Getting into Work
Organizing: Getting the Beat
'Jeff's Journal: Project Work on the Inside'
Left-Brain Management and Right-Brain Organizing
Knowledge-Work in Close-Up
The Work of Organizing with Giant Hairballs and Wicked Problems
Tools are the Empty Heart of Management or Why Strategic Initiatives Fail
Practices that Break the Mould with Agility and Care
In Search of Low-Control Organizing Practices: Community, Care, Cooperation, and Commitment
Taking On the Work of Organizing
Conversations for Aligning: Openness, Commitments, and Accountability
Organizing Moves
Handling Hierarchy and More
Good Work Wanted
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