Why managers matter: the perils of the bossless company
"People in the business world are struggling to adapt to a rapidly changing economy. Beset by transformational forces, managers are bombarded with a bewildering array of schemes for how to be a boss and make an organization tick. It's easy to be seduced by futurist fantasies where every co...
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York
PublicAffairs
October 2022
|
| Ausgabe: | First edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Zusammenfassung: | "People in the business world are struggling to adapt to a rapidly changing economy. Beset by transformational forces, managers are bombarded with a bewildering array of schemes for how to be a boss and make an organization tick. It's easy to be seduced by futurist fantasies where every company has the culture of a startup, where employees in wacky, whimsical office settings champion the end of old-fashioned corporate hierarchy. Autonomous employees liberated from hierarchies and bosses that oppress people, we are told, are the foundation for breakthrough performance. Be careful what you wish for say Nicolai Foss and Peter Klein. In their important rethinking of the crucial nature of hierarchy and how to be a boss today, they provide the evidence that world-changing issues such as the proliferation of artificial intelligence, economic disruption, empowered knowledge workers, and black swan events such as the pandemic actually make hierarchy and the job of the manager more important than ever. Companies and societies, they show, need authority and hierarchy to coordinate work, including creative work. More surprisingly, Foss and Klein illustrate how the creative use of authority and hierarchy help companies be more agile and flexible. This is not command and control and bossing people around, but the clever use of hierarchy, using the authority of the boss to create highly effective organization where managers focus on creating an environment in which educated, motivated people and teams can thrive"-- |
| Beschreibung: | V, 312 Seiten |
| ISBN: | 9781541751040 |
Internformat
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| 520 | 3 | |a "People in the business world are struggling to adapt to a rapidly changing economy. Beset by transformational forces, managers are bombarded with a bewildering array of schemes for how to be a boss and make an organization tick. It's easy to be seduced by futurist fantasies where every company has the culture of a startup, where employees in wacky, whimsical office settings champion the end of old-fashioned corporate hierarchy. Autonomous employees liberated from hierarchies and bosses that oppress people, we are told, are the foundation for breakthrough performance. Be careful what you wish for say Nicolai Foss and Peter Klein. In their important rethinking of the crucial nature of hierarchy and how to be a boss today, they provide the evidence that world-changing issues such as the proliferation of artificial intelligence, economic disruption, empowered knowledge workers, and black swan events such as the pandemic actually make hierarchy and the job of the manager more important than ever. Companies and societies, they show, need authority and hierarchy to coordinate work, including creative work. More surprisingly, Foss and Klein illustrate how the creative use of authority and hierarchy help companies be more agile and flexible. This is not command and control and bossing people around, but the clever use of hierarchy, using the authority of the boss to create highly effective organization where managers focus on creating an environment in which educated, motivated people and teams can thrive"-- | |
| 653 | 0 | |a Management | |
| 653 | 0 | |a Executives | |
| 653 | 0 | |a Organizational behavior | |
| 653 | 0 | |a Organizational effectiveness | |
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Datensatz im Suchindex
| _version_ | 1804184537211600896 |
|---|---|
| adam_text | CONTENTS 1 Fire All the Managers? 1 Part I: The Bossless Company 2 Welcome to Flatland 25 3 Bosslessness and Our Changing Culture 37 4 Anticipating Flatland: Early Calls for Flatter Hierarchy 49 5 Old Wine in New Bottles? 67 6 What the Bossless Company Narrative Gets Right— and What It Gets Wrong 7 Show Us the Evidence! 89 113 Part II: Why Hierarchy Works 8 Management Isn’t Going Away 131 9 What Is a Company Anyway? 139 10 The Worst Form of Organization— Except for All the Others: The Case for Hierarchy 149 11 Hierarchy Isn’t a Dirty Word 181 12 Why You (May) Need More Hierarchy 199 13 Hierarchy Promotes Innovation and Entrepreneurship 211 14 Hierarchy in the Twenty-First Century 235 15 The Highly Exaggerated Death of the Manager 267 Acknowledgments Notes Index 275 277 297 v
|
| adam_txt |
CONTENTS 1 Fire All the Managers? 1 Part I: The Bossless Company 2 Welcome to Flatland 25 3 Bosslessness and Our Changing Culture 37 4 Anticipating Flatland: Early Calls for Flatter Hierarchy 49 5 Old Wine in New Bottles? 67 6 What the Bossless Company Narrative Gets Right— and What It Gets Wrong 7 Show Us the Evidence! 89 113 Part II: Why Hierarchy Works 8 Management Isn’t Going Away 131 9 What Is a Company Anyway? 139 10 The Worst Form of Organization— Except for All the Others: The Case for Hierarchy 149 11 Hierarchy Isn’t a Dirty Word 181 12 Why You (May) Need More Hierarchy 199 13 Hierarchy Promotes Innovation and Entrepreneurship 211 14 Hierarchy in the Twenty-First Century 235 15 The Highly Exaggerated Death of the Manager 267 Acknowledgments Notes Index 275 277 297 v |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Foss, Nicolai J. 1964- Klein, Peter 1966- |
| author_GND | (DE-588)124333265 (DE-588)171081129 |
| author_facet | Foss, Nicolai J. 1964- Klein, Peter 1966- |
| author_role | aut aut |
| author_sort | Foss, Nicolai J. 1964- |
| author_variant | n j f nj njf p k pk |
| building | Verbundindex |
| bvnumber | BV048538358 |
| classification_rvk | QP 300 |
| ctrlnum | (OCoLC)1345454780 (DE-599)KXP1793569312 |
| dewey-full | 658 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658 |
| dewey-search | 658 |
| dewey-sort | 3658 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | First edition |
| format | Book |
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| illustrated | Not Illustrated |
| index_date | 2024-07-03T20:54:35Z |
| indexdate | 2024-07-10T09:40:55Z |
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| isbn | 9781541751040 |
| language | English |
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| spelling | Foss, Nicolai J. 1964- Verfasser (DE-588)124333265 aut Why managers matter the perils of the bossless company Nicolai J. Foss & Peter G. Klein First edition New York PublicAffairs October 2022 V, 312 Seiten txt rdacontent n rdamedia nc rdacarrier "People in the business world are struggling to adapt to a rapidly changing economy. Beset by transformational forces, managers are bombarded with a bewildering array of schemes for how to be a boss and make an organization tick. It's easy to be seduced by futurist fantasies where every company has the culture of a startup, where employees in wacky, whimsical office settings champion the end of old-fashioned corporate hierarchy. Autonomous employees liberated from hierarchies and bosses that oppress people, we are told, are the foundation for breakthrough performance. Be careful what you wish for say Nicolai Foss and Peter Klein. In their important rethinking of the crucial nature of hierarchy and how to be a boss today, they provide the evidence that world-changing issues such as the proliferation of artificial intelligence, economic disruption, empowered knowledge workers, and black swan events such as the pandemic actually make hierarchy and the job of the manager more important than ever. Companies and societies, they show, need authority and hierarchy to coordinate work, including creative work. More surprisingly, Foss and Klein illustrate how the creative use of authority and hierarchy help companies be more agile and flexible. This is not command and control and bossing people around, but the clever use of hierarchy, using the authority of the boss to create highly effective organization where managers focus on creating an environment in which educated, motivated people and teams can thrive"-- Management Executives Organizational behavior Organizational effectiveness Klein, Peter 1966- Verfasser (DE-588)171081129 aut Erscheint auch als Online-Ausgabe 978-1-5417-5103-3 Digitalisierung UB Passau - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=033914909&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Foss, Nicolai J. 1964- Klein, Peter 1966- Why managers matter the perils of the bossless company |
| title | Why managers matter the perils of the bossless company |
| title_auth | Why managers matter the perils of the bossless company |
| title_exact_search | Why managers matter the perils of the bossless company |
| title_exact_search_txtP | Why managers matter the perils of the bossless company |
| title_full | Why managers matter the perils of the bossless company Nicolai J. Foss & Peter G. Klein |
| title_fullStr | Why managers matter the perils of the bossless company Nicolai J. Foss & Peter G. Klein |
| title_full_unstemmed | Why managers matter the perils of the bossless company Nicolai J. Foss & Peter G. Klein |
| title_short | Why managers matter |
| title_sort | why managers matter the perils of the bossless company |
| title_sub | the perils of the bossless company |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=033914909&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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