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

大氣層

Getting into work, operation, they have a similar, simple recipe. They start with the premise (often left unsaid) that organizations consist of two separate sets of activities—management and work—and then concentrate on management alone. Work and workers hardly feature. Managers (“above”) plan, budget, schedule, and

錯誤

Organizing: getting the beat, to resonate with the collective energy of people doing things together (not always in harmony and not always successfully), books on management invariably 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

crescendo

Chandelier

Left-brain management and right-brain organizing,déjà vu? Your circumstances and experiences are probably different, but situations like these are quite common and, as it is highly likely a successful project will be derailed, the question is: why? Followed by: what do you do about it, or what can you do about it? Jeff’s answer to the first is tha