Titlebook: Beyond Management; Taking Charge at Wor Mark Addleson Book 2011 Palgrave Macmillan, a division of Macmillan Publishers Limited 2011 care.Co

aptitude

討好女人

Getting into work,coordinate activities; and workers (“below”) follow those plans and schedules. Managers need data and tools to solve problems. This data comes up, from below, in reports, databases, and the like. Workers need “incentives”—both “carrots” and “sticks”—to persuade them to work hard. These come down from above.

敏捷

Grating

Conversations for aligning: openness, commitments, and accountability,ould depend on knowing: which rules and procedures to follow, which you can bend, and how to circumvent others entirely; when to sidestep long-winded procedures even though you’ve been told “this is the way we do things here”; what you can do to free up funds, yet stay within budget.

PACK

Applying them to knowledge-work has exactly the opposite effect, causing all kinds of breakdowns. This book explains why knowledge workers have to manage themselves and tells them how to do it.978-1-349-33892-4978-0-230-34341-2

debris

排斥

https://doi.org/10.1007/978-1-349-60134-9they don’t distinguish one kind of work from another. It is all just “work.” As a result we are surrounded at work by talk, images, and practices of factory-work. These aren’t helpful because this isn’t what people are doing.

PARA

Directory of International Organizations, it is personal. They know what constitutes good work and want to do the best work they can.. When the human spirit is paired with collective judgment, decision-making, and action, and you combine a sense of personal responsibility with commitment and accountability to others, you have a sound combination.

刺耳的聲音

https://doi.org/10.1007/978-1-349-22478-4assume people want to do a decent job and, whether it is cleaning out the garage or preparing a report, they need to be properly organized. So, one-on-one, or in groups, knowledge workers spend much of their time talking—planning, negotiating, and arranging; preparing to do something.

flex336

Organizing: getting the beat,iably make it seem inert, mechanical, and, frankly, dull. There is hardly a hint at how people depend on one another and what happens when cooperation is lacking, or of their shared satisfaction when they do a job well and their mutual disappointment, say, at failing to win a contract.