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010   $a3-319-40153-X
024 7 $a10.1007/978-3-319-40153-9
035   $a(CKB)3710000001064931
035   $a(DE-He213)978-3-319-40153-9
035   $a(MiAaPQ)EBC4805377
035   $a(PPN)222236493
035   $a(EXLCZ)993710000001064931
100   $a20170214d2017      u|             0
101 0 $aeng
135   $aurnn#008mamaa
181   $ctxt$2rdacontent
182   $cc$2rdamedia
183   $acr$2rdacarrier
200 10$aPerformance Management for Agile Organizations$b[electronic resource] $eOverthrowing The Eight Management Myths That Hold Businesses Back /$fby Tim Baker
205   $a1st ed. 2017.
210  1$aCham :$cSpringer International Publishing :$cImprint: Palgrave Macmillan,$d2017.
215   $a1 online resource (XIX, 228 p. 9 illus.)
300   $aIncludes index.
311   $a3-319-40152-1 
327   $aPart I: The Agile Enterprise -- 1. Profit measures the past ? Agility predicts the future -- 2. The characteristics of agility -- 3. Seven dimensions of agile performance -- Part II: Myths Blocking Agile Performance -- 4. Management Myth # 1?Job specification improves performance -- 5. Management Myth # 2?Quality systems and processes guarantee good outcomes -- 6. Management Myth # 3?The job description helps the employee understand their organizational role -- 7. Management Myth # 4?A business is best organized around functions -- 8. Management Myth # 5?A satisfied employee is a productive employee -- 9. Management Myth # 6?A loyal employee is an asset to the business -- 10. Management Myth # 7? A technically superior workforce is a pathway to a high performing business -- 11. Management Myth # 8?Employees can?t be trusted with sensitive information -- Part III: The Right Culture for Agile Performance -- 12. A new psychological contract for managing agile performance.
330   $aAgile is the new black. Every business now has to be adaptive, nimble and ready to pivot ? managers have to be comfortable with ambiguity and constantly ready for change. And yet? While agility is regarded as essential for competitive advantage, most organizations are still unthinkingly applying people management practices, rooted in Frederick Taylor?s scientific management philosophy of the early 20th century, designed to ensure consistency and efficiency on production lines but which actively prevent the sort of creativity and flexibility needed in the modern workplace. 100 years of scientific management has led to the creation of eight performance myths. Myths that impede the agility necessary to compete in the age of the knowledge worker but which are so instinctively embedded in management psyche that they go unchallenged despite the fact that the changing world of work has rendered them dysfunctional and counterproductive. Baker takes on eight dysfunctional people management practices originating from the scientific management and offers practical solutions for changing these practices. Through case studies and examples he demonstrates how the right workplace culture for promoting and applying agile decision-making consists of eight values shared by employer and employee ? values that are polar opposite of the values and assumptions of traditional management styles. A new psychological contract that enables the collaborative working relationship necessary for agility to flourish.
606   $aPersonnel management
606   $aLeadership
606   $aOrganization
606   $aPlanning
606   $aManagement
606   $aIndustrial management
606   $aHuman Resource Management$3https://scigraph.springernature.com/ontologies/product-market-codes/517000
606   $aBusiness Strategy/Leadership$3https://scigraph.springernature.com/ontologies/product-market-codes/515010
606   $aOrganization$3https://scigraph.springernature.com/ontologies/product-market-codes/516000
606   $aInnovation/Technology Management$3https://scigraph.springernature.com/ontologies/product-market-codes/518000
615  0$aPersonnel management.
615  0$aLeadership.
615  0$aOrganization.
615  0$aPlanning.
615  0$aManagement.
615  0$aIndustrial management.
615 14$aHuman Resource Management.
615 24$aBusiness Strategy/Leadership.
615 24$aOrganization.
615 24$aInnovation/Technology Management.
676   $a658.3
700   $aBaker$b Tim$c(Management consultant),$4aut$4http://id.loc.gov/vocabulary/relators/aut$01435816
906   $aBOOK
912   $a9910164980603321
996   $aPerformance Management for Agile Organizations$93593946
997   $aUNINA