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[Administration (référence électronique] ; informatique].
Sveiby offers practical advice on how to manage knowledge companies - such as accounting firms, management consulting firms, advertising agencies and computer consultants - and their employees
This book situates information technology at the centre of public policy and management. IT is now a vital part of any government organisation, opening new policy windows and enabling a vast range of tasks to be carried out faster and more efficiently. But it has also introduced new problems and challenges. Four in-depth case studies demonstrate how information systems have become inextricably linked with the core tasks of governmental organisations. The key government departments examined are: * the Inland Revenue Service and Social Security Administration in the US * the Inland Revenue and Benefits Agency in the UK
This research used the online experiment, the Berkana Community of Conversations (BCC), as a case study to explore learning and leadership in a self-organizing online microworld (an internet small world with rules of engagement simulating complex adaptive organization(s)). Based on theories of learning (Papert, 1996), biology of consciousness (Maturana and Varela, 1992), and integral models (Wilber, 1996), an integral methodological design, analyzed languaging and relationships as key data sources. Leadership was mapped as a continuum of behaviors that created effective processes for meaning making, action/direction and accomplishment. Meaning making was tracked in: four directions; three types of connections (exploratory, transformative and linking) and six plus levels. Self-organizing leaders: 1) initiated patterns; 2) developed patterns; and 3) created connections. The same mapping revealed the ontogeny of community learning within organization(s). System-wide order emerged through learning, tracked on four quadrant developmental scales: intentional, behavioral, cultural and social (Wilber, 1996). The microworld demonstrated: connections create meanings (patterns), create relationships, create identity. As a self-organizing microworld, BCC survived seven months; structurally coupled with its environment; and replicated itself within and outside experiment boundaries. Such a microworld can realistically replicate action-based learning situations where leaders learn new ways of leading and organizing.
This revised edition of Fifth Generation Management helps executives out of the rigid mindsets of the Industrial Era into the vibrant and invigorating possibilities of co-creation in the Knowledge Era. Divided into two parts, the first completely rewritten section narrates 'Five Days that Changed the Enterprise', a case study of senior executives who are forced out of their cozy little empires into a new network organization of their own design. The second part discusses the process of co-creating through virtual enterprising, dynamic teaming, and knowledge networking. Included is essential new information on fractal enterprises, holonic management systems, agile enterprises, and hypertext organizations. Charles Savage is president of Knowledge Era Enterprises, Inc and was formerly in the consultant division of DIgital Equipment Corporation. He presents 'Master Classes' on dynamic teaming and virtual enterprising and has written extensively on the knowledge era. His company's logo is a key with the phrase "Unlocking the Future". Charles Savage assists companies around the world to achieve that goal. Over 40,000 copies of previous edition sold world-wide Previous edition was awarded 'Book of the Year' by Tom Peters. Covers lessons learned over the last five years since Fifth Generation Management was first published.
A highly motivated, competent work force is vital to an organization's success. Creating Productive Organizations is an interactive manual that challenges and encourages readers to assess and develop a clear vision of their areas of competence and interest in order to enhance productivity. Basic, common sense information about people, jobs, and the workplace is presented using simple descriptions, methods, contemporary examples and illustrations. Readers are skillfully guided through the process of identifying and defining their skills, abilities, beliefs, values, work methods, knowledge, and strengths. Step-by-step guidelines enable readers to evaluate and more closely match their talents, goals, and visions with current and future demands of the constantly changing workplace. Written for supervisors, managers, leaders, mentors, work teams members, academicians, students, and anyone striving to learn more about themselves in order to increase job satisfaction and overall performance. Creating Productive Organizations is an excellent stand-alone resource-however, the facilitator's guide is recommended for industry training or classroom use. Facilitator's Guide The facilitator's guide is a multilevel, experiential teaching tool that provides activities, inventories, questionnaires, surveys and discussion resources for individual and group use. Its content follows the same format as the manual and is designed to supplement and reinforce material presented in each chapter.
Local governments serve their communities in many diversified ways as they increasingly engage in multiple connections: international, regional, regional-local, with nongovernmental organizations and through external nongovernmental services county actors. The book discusses how the shift in emphasis from government to governance has raised many management challenges, along with shifting expectations and demands.
In this book David and Alex Bennet propose a new model for organizations that enables them to react more quickly and fluidly to today's fast-changing, dynamic business environment: the Intelligent Complex Adaptive System (ICAS). ICAS is a new organic model of the firm based on recent research in complexity and neuroscience, and incorporating networking theory and knowledge management, and turns the living system metaphor into a reality for organizations. This book synthesizes new thinking about organizational structure from the fields listed above into ICAS, a new systems model for the successful organization of the future designed to help leaders and managers of knowledge organizations succeed in a non-linear, complex, fast-changing and turbulent environment. Technology enables connectivity, and the ICAS model takes advantage of that connectivity by fostering the development of dynamic, effective and trusting relationships in a new organizational structure. This book outlines the model in chapter four, and then breaks down the model into its components in the next two chapters. This is a benefit to readers since different components of the model can be implemented at different times, so the book can guide implementation of one or all of the components as a manager sees fit. There are eight characteristics of the ICAS: organizational intelligence, unity and shared purpose, optimum complexity, selectivity, knowledge centricity, flow, permeable boundaries, and multi-dimensionality.
The Knowledge Management Yearbook is the most current and comprehensive resource available for knowledge management professionals; no other source of information so thoroughly surveys the state of the knowledge management discipline and industry and how they impact businesses and other organizations. Featuring both definitive articles and cutting-edge knowledge management techniques and research contributed by authorities, The Knowledge Management Yearbook covers the nature of knowledge and its management, knowledge-based strategies, knowledge management and organizational learning, and knowledge tools, techniques, and processes. The reference section includes a set of up-to-date directories detailing on-line knowledge management resources, KM publications and organizations, and notable KM Quotes. The glossary of KM terms is increasingly perceived by the industry as a benchmark by which this evolving discipline is defined. The Knowledge Management Yearbook is an indispensable volume for any professional helping to shape his or her organization's knowledge strategy.