Strategies for organization design: using the peopletecture model to improve collaboration and performance
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Newark
Wiley
[2023]
|
| Schlagworte: | |
| Online-Zugang: | HWR01 UEI03 |
| Beschreibung: | 1 Online-Ressource (xiii, 220 Seiten) |
| ISBN: | 9781394170982 |
Internformat
MARC
| LEADER | 00000nmm a2200000zc 4500 | ||
|---|---|---|---|
| 001 | BV048921468 | ||
| 003 | DE-604 | ||
| 005 | 20230707 | ||
| 007 | cr|uuu---uuuuu | ||
| 008 | 230502s2023 |||| o||u| ||||||eng d | ||
| 020 | |a 9781394170982 |9 978-1-394-17098-2 | ||
| 035 | |a (ZDB-30-PQE)EBC7205757 | ||
| 035 | |a (ZDB-30-PAD)EBC7205757 | ||
| 035 | |a (ZDB-89-EBL)EBL7205757 | ||
| 035 | |a (OCoLC)1371752197 | ||
| 035 | |a (DE-599)BVBBV048921468 | ||
| 040 | |a DE-604 |b ger |e rda | ||
| 041 | 0 | |a eng | |
| 049 | |a DE-2070s |a DE-945 | ||
| 082 | 0 | |a 658.406 | |
| 084 | |a QP 343 |0 (DE-625)141864: |2 rvk | ||
| 100 | 1 | |a McDowell, Tiffany |d 1977- |e Verfasser |0 (DE-588)1288603304 |4 aut | |
| 245 | 1 | 0 | |a Strategies for organization design |b using the peopletecture model to improve collaboration and performance |c Tiffany McDowell |
| 264 | 1 | |a Newark |b Wiley |c [2023] | |
| 264 | 4 | |c © 2023 | |
| 300 | |a 1 Online-Ressource (xiii, 220 Seiten) | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b c |2 rdamedia | ||
| 338 | |b cr |2 rdacarrier | ||
| 505 | 8 | |a Cover -- Title Page -- Copyright Page -- Contents -- Preface -- Chapter 1 Right Intentions, Wrong Focus -- Design Decisions Are Not Linked to Behavior -- Design Solutions Are Focused Primarily on the Individual -- Design Ignores the Power of Horizontal Networks -- But Are There Really Problems with How Organizations Are Currently Designed? -- Chapter 2 Solving the Right Problem -- Lack of Ownership -- Poor Collaboration and Overlapping Roles -- Unfairness in Pay and Performance Measurement -- Us-Versus-Them Mentality -- Lack of Social Connection -- Lack of Empowerment -- Chapter 3 The Peopletecture Model -- Chapter 4 Hierarchy -- Hierarchies Are Necessary -- Different Structures -- The Silo Trap -- Benefits of Hierarchy -- A New Approach -- Chapter 5 Networks -- The Nature of Networks -- Organization Network Analysis -- Network Roles -- Small World -- Echo Chambers and Double Counting -- Homophily -- Bridging Capital -- Social Capital Benefits -- How Networks Change -- Know Your Networks -- About That Story . . . -- Chapter 6 Hierarchy Versus Networks -- Working Together -- How to Change Existing Networks -- Building Distributed Networks -- Chapter 7 Measurement -- Is Performance Measurement Necessary? -- Performance Reviews -- Give Attention -- System Measurements: Profit and Loss -- Collaborative P& -- L -- Individual Goals Versus Shared Goals -- Rewards Linked to Motivation -- Transform Individual Rewards -- Collective Incentives -- Chapter 8 Membership -- In-Group and Out-Group -- Affinity Within Groups Is Amplified by Similarity Within and Competition Between -- Affinity Within Groups Is Amplified by a Shared Sense of Fate -- Jobs Versus Roles -- Roles Versus Social Capital -- But Does Belonging Really Matter in Business? -- What Does This All Mean for Organization Design? -- Chapter 9 Responsibility | |
| 505 | 8 | |a Accountability, Authority, and Responsibility Defined -- Unleashing Autonomy -- Aligning Decisions with the Hierarchy (Central Accountability) and the Network (Decentral Empowerment) -- Decision Bias -- Getting Decision Rights Right -- Decision Frameworks -- Team Empowerment -- Chapter 10 Teaming -- Teams Versus Teaming -- When Are Groups Wise? -- Boundary Spanning -- Super Chickens -- Big Potential -- Size Matters -- What Does This All Mean for Organization Design? -- Chapter 11 Purpose and Utility -- Purpose -- Utility -- Primary Axis -- So What Is the Problem? -- A Note on Front and Back Office -- Case in Point -- Leadership, Experience, and Culture -- Transformation Realized -- Chapter 12 Peopletecture for Individuals and Managers -- Communicate and Engage at All Levels -- Co-Create Roles and Relationships -- Support Autonomy Consistent with Your Decision-Making Model -- Know Your Networks to Connect Silos -- Establish and Work Toward (Achievable) Shared Goals Rather Than Individual Performance -- Chapter 13 Where Should You Start? -- Deploy Design Thinking -- A New Way to Design Organizations -- Who Should Be Doing All This Architecting? -- How to Build an Organization Design Capability -- Chapter 14 Conclusion: What's Next? -- Improving Social Capital -- Traces of Trust -- Collective Intelligence -- The Workplace of the Future -- Appendix -- Design Principles Approach -- Role Crafting Template -- Accountable and Empowered Blueprint -- References -- Bibliography -- About the Author -- Acknowledgments -- Index -- EULA. | |
| 650 | 0 | 7 | |a Organisation |0 (DE-588)4043774-7 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Unternehmen |0 (DE-588)4061963-1 |2 gnd |9 rswk-swf |
| 689 | 0 | 0 | |a Unternehmen |0 (DE-588)4061963-1 |D s |
| 689 | 0 | 1 | |a Organisation |0 (DE-588)4043774-7 |D s |
| 689 | 0 | |5 DE-604 | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a McDowell, Tiffany |t Strategies for Organization Design |d Newark : John Wiley & Sons, Incorporated,c2023 |z 9781394170968 |
| 912 | |a ZDB-30-PQE |a ZDB-4-NLEBK | ||
| 999 | |a oai:aleph.bib-bvb.de:BVB01-034185559 | ||
| 966 | e | |u https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=7205757 |l HWR01 |p ZDB-30-PQE |q HWR_PDA_PQE |x Aggregator |3 Volltext | |
| 966 | e | |u https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=3561164 |l UEI03 |p ZDB-4-NLEBK |x Aggregator |3 Volltext | |
Datensatz im Suchindex
| _version_ | 1804185103505555456 |
|---|---|
| adam_txt | |
| any_adam_object | |
| any_adam_object_boolean | |
| author | McDowell, Tiffany 1977- |
| author_GND | (DE-588)1288603304 |
| author_facet | McDowell, Tiffany 1977- |
| author_role | aut |
| author_sort | McDowell, Tiffany 1977- |
| author_variant | t m tm |
| building | Verbundindex |
| bvnumber | BV048921468 |
| classification_rvk | QP 343 |
| collection | ZDB-30-PQE ZDB-4-NLEBK |
| contents | Cover -- Title Page -- Copyright Page -- Contents -- Preface -- Chapter 1 Right Intentions, Wrong Focus -- Design Decisions Are Not Linked to Behavior -- Design Solutions Are Focused Primarily on the Individual -- Design Ignores the Power of Horizontal Networks -- But Are There Really Problems with How Organizations Are Currently Designed? -- Chapter 2 Solving the Right Problem -- Lack of Ownership -- Poor Collaboration and Overlapping Roles -- Unfairness in Pay and Performance Measurement -- Us-Versus-Them Mentality -- Lack of Social Connection -- Lack of Empowerment -- Chapter 3 The Peopletecture Model -- Chapter 4 Hierarchy -- Hierarchies Are Necessary -- Different Structures -- The Silo Trap -- Benefits of Hierarchy -- A New Approach -- Chapter 5 Networks -- The Nature of Networks -- Organization Network Analysis -- Network Roles -- Small World -- Echo Chambers and Double Counting -- Homophily -- Bridging Capital -- Social Capital Benefits -- How Networks Change -- Know Your Networks -- About That Story . . . -- Chapter 6 Hierarchy Versus Networks -- Working Together -- How to Change Existing Networks -- Building Distributed Networks -- Chapter 7 Measurement -- Is Performance Measurement Necessary? -- Performance Reviews -- Give Attention -- System Measurements: Profit and Loss -- Collaborative P& -- L -- Individual Goals Versus Shared Goals -- Rewards Linked to Motivation -- Transform Individual Rewards -- Collective Incentives -- Chapter 8 Membership -- In-Group and Out-Group -- Affinity Within Groups Is Amplified by Similarity Within and Competition Between -- Affinity Within Groups Is Amplified by a Shared Sense of Fate -- Jobs Versus Roles -- Roles Versus Social Capital -- But Does Belonging Really Matter in Business? -- What Does This All Mean for Organization Design? -- Chapter 9 Responsibility Accountability, Authority, and Responsibility Defined -- Unleashing Autonomy -- Aligning Decisions with the Hierarchy (Central Accountability) and the Network (Decentral Empowerment) -- Decision Bias -- Getting Decision Rights Right -- Decision Frameworks -- Team Empowerment -- Chapter 10 Teaming -- Teams Versus Teaming -- When Are Groups Wise? -- Boundary Spanning -- Super Chickens -- Big Potential -- Size Matters -- What Does This All Mean for Organization Design? -- Chapter 11 Purpose and Utility -- Purpose -- Utility -- Primary Axis -- So What Is the Problem? -- A Note on Front and Back Office -- Case in Point -- Leadership, Experience, and Culture -- Transformation Realized -- Chapter 12 Peopletecture for Individuals and Managers -- Communicate and Engage at All Levels -- Co-Create Roles and Relationships -- Support Autonomy Consistent with Your Decision-Making Model -- Know Your Networks to Connect Silos -- Establish and Work Toward (Achievable) Shared Goals Rather Than Individual Performance -- Chapter 13 Where Should You Start? -- Deploy Design Thinking -- A New Way to Design Organizations -- Who Should Be Doing All This Architecting? -- How to Build an Organization Design Capability -- Chapter 14 Conclusion: What's Next? -- Improving Social Capital -- Traces of Trust -- Collective Intelligence -- The Workplace of the Future -- Appendix -- Design Principles Approach -- Role Crafting Template -- Accountable and Empowered Blueprint -- References -- Bibliography -- About the Author -- Acknowledgments -- Index -- EULA. |
| ctrlnum | (ZDB-30-PQE)EBC7205757 (ZDB-30-PAD)EBC7205757 (ZDB-89-EBL)EBL7205757 (OCoLC)1371752197 (DE-599)BVBBV048921468 |
| dewey-full | 658.406 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.406 |
| dewey-search | 658.406 |
| dewey-sort | 3658.406 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>05252nmm a2200457zc 4500</leader><controlfield tag="001">BV048921468</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">20230707 </controlfield><controlfield tag="007">cr|uuu---uuuuu</controlfield><controlfield tag="008">230502s2023 |||| o||u| ||||||eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9781394170982</subfield><subfield code="9">978-1-394-17098-2</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-30-PQE)EBC7205757</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-30-PAD)EBC7205757</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-89-EBL)EBL7205757</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)1371752197</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV048921468</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-2070s</subfield><subfield code="a">DE-945</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">658.406</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">QP 343</subfield><subfield code="0">(DE-625)141864:</subfield><subfield code="2">rvk</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">McDowell, Tiffany</subfield><subfield code="d">1977-</subfield><subfield code="e">Verfasser</subfield><subfield code="0">(DE-588)1288603304</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Strategies for organization design</subfield><subfield code="b">using the peopletecture model to improve collaboration and performance</subfield><subfield code="c">Tiffany McDowell</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Newark</subfield><subfield code="b">Wiley</subfield><subfield code="c">[2023]</subfield></datafield><datafield tag="264" ind1=" " ind2="4"><subfield code="c">© 2023</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 Online-Ressource (xiii, 220 Seiten)</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Cover -- Title Page -- Copyright Page -- Contents -- Preface -- Chapter 1 Right Intentions, Wrong Focus -- Design Decisions Are Not Linked to Behavior -- Design Solutions Are Focused Primarily on the Individual -- Design Ignores the Power of Horizontal Networks -- But Are There Really Problems with How Organizations Are Currently Designed? -- Chapter 2 Solving the Right Problem -- Lack of Ownership -- Poor Collaboration and Overlapping Roles -- Unfairness in Pay and Performance Measurement -- Us-Versus-Them Mentality -- Lack of Social Connection -- Lack of Empowerment -- Chapter 3 The Peopletecture Model -- Chapter 4 Hierarchy -- Hierarchies Are Necessary -- Different Structures -- The Silo Trap -- Benefits of Hierarchy -- A New Approach -- Chapter 5 Networks -- The Nature of Networks -- Organization Network Analysis -- Network Roles -- Small World -- Echo Chambers and Double Counting -- Homophily -- Bridging Capital -- Social Capital Benefits -- How Networks Change -- Know Your Networks -- About That Story . . . -- Chapter 6 Hierarchy Versus Networks -- Working Together -- How to Change Existing Networks -- Building Distributed Networks -- Chapter 7 Measurement -- Is Performance Measurement Necessary? -- Performance Reviews -- Give Attention -- System Measurements: Profit and Loss -- Collaborative P&amp -- L -- Individual Goals Versus Shared Goals -- Rewards Linked to Motivation -- Transform Individual Rewards -- Collective Incentives -- Chapter 8 Membership -- In-Group and Out-Group -- Affinity Within Groups Is Amplified by Similarity Within and Competition Between -- Affinity Within Groups Is Amplified by a Shared Sense of Fate -- Jobs Versus Roles -- Roles Versus Social Capital -- But Does Belonging Really Matter in Business? -- What Does This All Mean for Organization Design? -- Chapter 9 Responsibility</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Accountability, Authority, and Responsibility Defined -- Unleashing Autonomy -- Aligning Decisions with the Hierarchy (Central Accountability) and the Network (Decentral Empowerment) -- Decision Bias -- Getting Decision Rights Right -- Decision Frameworks -- Team Empowerment -- Chapter 10 Teaming -- Teams Versus Teaming -- When Are Groups Wise? -- Boundary Spanning -- Super Chickens -- Big Potential -- Size Matters -- What Does This All Mean for Organization Design? -- Chapter 11 Purpose and Utility -- Purpose -- Utility -- Primary Axis -- So What Is the Problem? -- A Note on Front and Back Office -- Case in Point -- Leadership, Experience, and Culture -- Transformation Realized -- Chapter 12 Peopletecture for Individuals and Managers -- Communicate and Engage at All Levels -- Co-Create Roles and Relationships -- Support Autonomy Consistent with Your Decision-Making Model -- Know Your Networks to Connect Silos -- Establish and Work Toward (Achievable) Shared Goals Rather Than Individual Performance -- Chapter 13 Where Should You Start? -- Deploy Design Thinking -- A New Way to Design Organizations -- Who Should Be Doing All This Architecting? -- How to Build an Organization Design Capability -- Chapter 14 Conclusion: What's Next? -- Improving Social Capital -- Traces of Trust -- Collective Intelligence -- The Workplace of the Future -- Appendix -- Design Principles Approach -- Role Crafting Template -- Accountable and Empowered Blueprint -- References -- Bibliography -- About the Author -- Acknowledgments -- Index -- EULA.</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Organisation</subfield><subfield code="0">(DE-588)4043774-7</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Unternehmen</subfield><subfield code="0">(DE-588)4061963-1</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="689" ind1="0" ind2="0"><subfield code="a">Unternehmen</subfield><subfield code="0">(DE-588)4061963-1</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2="1"><subfield code="a">Organisation</subfield><subfield code="0">(DE-588)4043774-7</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">McDowell, Tiffany</subfield><subfield code="t">Strategies for Organization Design</subfield><subfield code="d">Newark : John Wiley & Sons, Incorporated,c2023</subfield><subfield code="z">9781394170968</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield><subfield code="a">ZDB-4-NLEBK</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-034185559</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=7205757</subfield><subfield code="l">HWR01</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=3561164</subfield><subfield code="l">UEI03</subfield><subfield code="p">ZDB-4-NLEBK</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV048921468 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T21:55:17Z |
| indexdate | 2024-07-10T09:49:55Z |
| institution | BVB |
| isbn | 9781394170982 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034185559 |
| oclc_num | 1371752197 |
| open_access_boolean | |
| owner | DE-2070s DE-945 |
| owner_facet | DE-2070s DE-945 |
| physical | 1 Online-Ressource (xiii, 220 Seiten) |
| psigel | ZDB-30-PQE ZDB-4-NLEBK ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | Wiley |
| record_format | marc |
| spelling | McDowell, Tiffany 1977- Verfasser (DE-588)1288603304 aut Strategies for organization design using the peopletecture model to improve collaboration and performance Tiffany McDowell Newark Wiley [2023] © 2023 1 Online-Ressource (xiii, 220 Seiten) txt rdacontent c rdamedia cr rdacarrier Cover -- Title Page -- Copyright Page -- Contents -- Preface -- Chapter 1 Right Intentions, Wrong Focus -- Design Decisions Are Not Linked to Behavior -- Design Solutions Are Focused Primarily on the Individual -- Design Ignores the Power of Horizontal Networks -- But Are There Really Problems with How Organizations Are Currently Designed? -- Chapter 2 Solving the Right Problem -- Lack of Ownership -- Poor Collaboration and Overlapping Roles -- Unfairness in Pay and Performance Measurement -- Us-Versus-Them Mentality -- Lack of Social Connection -- Lack of Empowerment -- Chapter 3 The Peopletecture Model -- Chapter 4 Hierarchy -- Hierarchies Are Necessary -- Different Structures -- The Silo Trap -- Benefits of Hierarchy -- A New Approach -- Chapter 5 Networks -- The Nature of Networks -- Organization Network Analysis -- Network Roles -- Small World -- Echo Chambers and Double Counting -- Homophily -- Bridging Capital -- Social Capital Benefits -- How Networks Change -- Know Your Networks -- About That Story . . . -- Chapter 6 Hierarchy Versus Networks -- Working Together -- How to Change Existing Networks -- Building Distributed Networks -- Chapter 7 Measurement -- Is Performance Measurement Necessary? -- Performance Reviews -- Give Attention -- System Measurements: Profit and Loss -- Collaborative P& -- L -- Individual Goals Versus Shared Goals -- Rewards Linked to Motivation -- Transform Individual Rewards -- Collective Incentives -- Chapter 8 Membership -- In-Group and Out-Group -- Affinity Within Groups Is Amplified by Similarity Within and Competition Between -- Affinity Within Groups Is Amplified by a Shared Sense of Fate -- Jobs Versus Roles -- Roles Versus Social Capital -- But Does Belonging Really Matter in Business? -- What Does This All Mean for Organization Design? -- Chapter 9 Responsibility Accountability, Authority, and Responsibility Defined -- Unleashing Autonomy -- Aligning Decisions with the Hierarchy (Central Accountability) and the Network (Decentral Empowerment) -- Decision Bias -- Getting Decision Rights Right -- Decision Frameworks -- Team Empowerment -- Chapter 10 Teaming -- Teams Versus Teaming -- When Are Groups Wise? -- Boundary Spanning -- Super Chickens -- Big Potential -- Size Matters -- What Does This All Mean for Organization Design? -- Chapter 11 Purpose and Utility -- Purpose -- Utility -- Primary Axis -- So What Is the Problem? -- A Note on Front and Back Office -- Case in Point -- Leadership, Experience, and Culture -- Transformation Realized -- Chapter 12 Peopletecture for Individuals and Managers -- Communicate and Engage at All Levels -- Co-Create Roles and Relationships -- Support Autonomy Consistent with Your Decision-Making Model -- Know Your Networks to Connect Silos -- Establish and Work Toward (Achievable) Shared Goals Rather Than Individual Performance -- Chapter 13 Where Should You Start? -- Deploy Design Thinking -- A New Way to Design Organizations -- Who Should Be Doing All This Architecting? -- How to Build an Organization Design Capability -- Chapter 14 Conclusion: What's Next? -- Improving Social Capital -- Traces of Trust -- Collective Intelligence -- The Workplace of the Future -- Appendix -- Design Principles Approach -- Role Crafting Template -- Accountable and Empowered Blueprint -- References -- Bibliography -- About the Author -- Acknowledgments -- Index -- EULA. Organisation (DE-588)4043774-7 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Unternehmen (DE-588)4061963-1 s Organisation (DE-588)4043774-7 s DE-604 Erscheint auch als Druck-Ausgabe McDowell, Tiffany Strategies for Organization Design Newark : John Wiley & Sons, Incorporated,c2023 9781394170968 |
| spellingShingle | McDowell, Tiffany 1977- Strategies for organization design using the peopletecture model to improve collaboration and performance Cover -- Title Page -- Copyright Page -- Contents -- Preface -- Chapter 1 Right Intentions, Wrong Focus -- Design Decisions Are Not Linked to Behavior -- Design Solutions Are Focused Primarily on the Individual -- Design Ignores the Power of Horizontal Networks -- But Are There Really Problems with How Organizations Are Currently Designed? -- Chapter 2 Solving the Right Problem -- Lack of Ownership -- Poor Collaboration and Overlapping Roles -- Unfairness in Pay and Performance Measurement -- Us-Versus-Them Mentality -- Lack of Social Connection -- Lack of Empowerment -- Chapter 3 The Peopletecture Model -- Chapter 4 Hierarchy -- Hierarchies Are Necessary -- Different Structures -- The Silo Trap -- Benefits of Hierarchy -- A New Approach -- Chapter 5 Networks -- The Nature of Networks -- Organization Network Analysis -- Network Roles -- Small World -- Echo Chambers and Double Counting -- Homophily -- Bridging Capital -- Social Capital Benefits -- How Networks Change -- Know Your Networks -- About That Story . . . -- Chapter 6 Hierarchy Versus Networks -- Working Together -- How to Change Existing Networks -- Building Distributed Networks -- Chapter 7 Measurement -- Is Performance Measurement Necessary? -- Performance Reviews -- Give Attention -- System Measurements: Profit and Loss -- Collaborative P& -- L -- Individual Goals Versus Shared Goals -- Rewards Linked to Motivation -- Transform Individual Rewards -- Collective Incentives -- Chapter 8 Membership -- In-Group and Out-Group -- Affinity Within Groups Is Amplified by Similarity Within and Competition Between -- Affinity Within Groups Is Amplified by a Shared Sense of Fate -- Jobs Versus Roles -- Roles Versus Social Capital -- But Does Belonging Really Matter in Business? -- What Does This All Mean for Organization Design? -- Chapter 9 Responsibility Accountability, Authority, and Responsibility Defined -- Unleashing Autonomy -- Aligning Decisions with the Hierarchy (Central Accountability) and the Network (Decentral Empowerment) -- Decision Bias -- Getting Decision Rights Right -- Decision Frameworks -- Team Empowerment -- Chapter 10 Teaming -- Teams Versus Teaming -- When Are Groups Wise? -- Boundary Spanning -- Super Chickens -- Big Potential -- Size Matters -- What Does This All Mean for Organization Design? -- Chapter 11 Purpose and Utility -- Purpose -- Utility -- Primary Axis -- So What Is the Problem? -- A Note on Front and Back Office -- Case in Point -- Leadership, Experience, and Culture -- Transformation Realized -- Chapter 12 Peopletecture for Individuals and Managers -- Communicate and Engage at All Levels -- Co-Create Roles and Relationships -- Support Autonomy Consistent with Your Decision-Making Model -- Know Your Networks to Connect Silos -- Establish and Work Toward (Achievable) Shared Goals Rather Than Individual Performance -- Chapter 13 Where Should You Start? -- Deploy Design Thinking -- A New Way to Design Organizations -- Who Should Be Doing All This Architecting? -- How to Build an Organization Design Capability -- Chapter 14 Conclusion: What's Next? -- Improving Social Capital -- Traces of Trust -- Collective Intelligence -- The Workplace of the Future -- Appendix -- Design Principles Approach -- Role Crafting Template -- Accountable and Empowered Blueprint -- References -- Bibliography -- About the Author -- Acknowledgments -- Index -- EULA. Organisation (DE-588)4043774-7 gnd Unternehmen (DE-588)4061963-1 gnd |
| subject_GND | (DE-588)4043774-7 (DE-588)4061963-1 |
| title | Strategies for organization design using the peopletecture model to improve collaboration and performance |
| title_auth | Strategies for organization design using the peopletecture model to improve collaboration and performance |
| title_exact_search | Strategies for organization design using the peopletecture model to improve collaboration and performance |
| title_exact_search_txtP | Strategies for organization design using the peopletecture model to improve collaboration and performance |
| title_full | Strategies for organization design using the peopletecture model to improve collaboration and performance Tiffany McDowell |
| title_fullStr | Strategies for organization design using the peopletecture model to improve collaboration and performance Tiffany McDowell |
| title_full_unstemmed | Strategies for organization design using the peopletecture model to improve collaboration and performance Tiffany McDowell |
| title_short | Strategies for organization design |
| title_sort | strategies for organization design using the peopletecture model to improve collaboration and performance |
| title_sub | using the peopletecture model to improve collaboration and performance |
| topic | Organisation (DE-588)4043774-7 gnd Unternehmen (DE-588)4061963-1 gnd |
| topic_facet | Organisation Unternehmen |
| work_keys_str_mv | AT mcdowelltiffany strategiesfororganizationdesignusingthepeopletecturemodeltoimprovecollaborationandperformance |