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by Mark Addleson

Mark_Addleson Management_and_Leadership English
  • ISBN: 0230308163
  • Category: Money & Business
  • Author: Mark Addleson
  • Subcategory: Management & Leadership
  • Other formats: lit doc azw mbr
  • Language: English
  • Publisher: Palgrave Macmillan; 2011 edition (September 22, 2011)
  • Pages: 288 pages
  • FB2 size: 1496 kb
  • EPUB size: 1347 kb
  • Rating: 4.6
  • Votes: 263
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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.

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.

This book explains why knowledge workers have to manage themselves . Before joining George Mason University in 1994, Professor Addleson.

This book explains why knowledge workers have to manage themselves and tells them how to do i. MARK ADDLESON is an Associate Professor of Management Economics at George Mason University School of Public Policy, Washington . 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.

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. Не удалось найти ни одного отзыва. It also reveals how to replace out-dated practices with new ones that empower knowledge workers. org to approved e-mail addresses.

Scholars and the government have produced extensive literature on reasons for performance management failures (Addleson, 2011;Bogsnes, 2012;Mahler and Posner, 2014;Moynihan, 2009;Moynihan and Lavertu, 2012;Pavgi, 2012;Radin, 2006Radin,, 2012Raelin, 2011;Schmidle, 2011). Managing for results: the US Coast Guard Marine Safety program.

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Author: Mark Addleson.

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 reveals how to replace out-dated practices with new ones that empower knowledge workers.
Reviews about Beyond Management: Taking Charge at Work (3):
Yndanol
The author introduces or expands on management concepts that generally conflict with operations in bureaucratic organitions, particularly in governmental settings. Yet, these concepts regarding knowledge workers and the management philosophy that enables them to excell are sound. What may be lacking to the practitioner is the "then what." Rather than a "how to" text, Professor Addleson challenges us to consider our options and devine our own path to a more collaborative management style. Professor Addleson has agreed to discuss the concepts he expounds on in Beyond Management with a small group of Federal leaders, and we hope it will stimulate their thinking toward new ways of operating.
Buge
The more crap I read about management and management techniques, the less respect I have for the whole silly mess. I had high hopes for this book, based on reviews and commentary. Addleson does accurately describe what's wrong with traditional management, but we all really know that anyway.

Seriously wishing I'd borrowed this from the library. Was definitely not worth $40.
Vijora
Once in a great while in a good life, you take a class, read a book or have a conversation that fundamentally changes the way you see virtually everything.

Mark Addleson's work on organizations is that for me in this book, "Beyond Management." If you are interested in what happens when work needs to be done and human beings show up to do it, how organizations function or don't, why there seem to be so many disconnects at work, or what has happened in our lifetimes to post-factory workplaces, you have to read this book.

He is far, far ahead of the tired, conventional, ineffective thinking on organizations, management and leadership. What he is saying is new, original and very powerful. He has figured out what has really gone wrong in organizations.

At the risk of doing it injustice, I will say that Mark's work is around what happens when you apply a factory mental model of work to knowledge work. Work has completely changed in our lifetimes to the point where in order to do knowledge work we desperately need creativity, collaboration, commitment, accountability, support, enabling environments and much more. But unconsciously, the view from the top is that work is a kind of mental factory. The problem is that all the things you do to make a factory hum actually get in the way of knowledge work. They're counter-productive.

Here's the thing about Mark's work: Your own direct experience proves everything he states, and what he argues is nothing short of a tectonic difference in how we've thought up until now, and how we need to think to extricate ourselves from the mess that most organizations have become.

Mark's work is fascinating, intellectually stimulating and will prove invaluable as we set out on the next phase of trying to come together to get important work done.

I think you will find this book ground-shifting, eye-opening, disturbing and vital.

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