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"So what I have been trying to do in a new book is say what that looks like, and yes, I have incorporated certainly some of the things that we did in Management 1.0 and Management 2.0. I think it really has to have a different philosophy and a different orientation with respect to both organizational design, how we treat the work force, how we think about the work force and basically how we lead in this kind of economy and in this kind of competitive environment."
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It seems to me that, if you are going to have a valid, viable 3.0, it has to include the right blend of leadership behaviours. Yes, where you inspire people by a sense of mission, sustainability, accountability – but also have a valid management approach which deals with fundamentals like goal setting and work specifications and product evaluation produced by employees.
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I think it depends substantially on what business you are in, how sophisticated the business is, and how complex it is, but I see much more self organizing, much more use of information technology, social networks, and perhaps even internal markets to create the forum and allocate financial resources within organizations, and that’s an area where there would be enormous differences.
Networks will not replace or supplement hierarchies; rather the two will be encompassed within a broader conception that embraces both.
We are still a long way from figuring out the appropriate and encompassing organization models for the economy we are now in."
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Networks allow us to create temporary responsibility-driven hierarchy whilst at the same time distributing complementary responsibilities in a decentralized fashion. Thus, it may be that we are moving into conditions wherein "it's not all top-down, but it's also not all bottom-up". It's "both / and" depending upon what's needed where, when and by whom.
But hierarchies don’t have to remain static … and this is one of the big deficiencies in current models and with the existing tools of organizational design.
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Wirearchy (Inspired by Jon Husband)
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