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The fractal organization : creating sustainable organizations with the Viable System Model / / Patrick Hoverstadt
| The fractal organization : creating sustainable organizations with the Viable System Model / / Patrick Hoverstadt |
| Autore | Hoverstadt Patrick |
| Pubbl/distr/stampa | West Sussex, England : , : Wiley, , 2008 |
| Descrizione fisica | 1 online resource (368 p.) |
| Disciplina |
658
658.001/1 |
| Soggetto topico |
Management - Mathematical models
Management science Organizational effectiveness |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-119-20888-2
1-119-99557-4 |
| Classificazione | 85.10 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Title Page; Copyright Page; Preface; Acknowledgements; PART 1 - INTRODUCTION; Chapter 1 - The Crisis of Organization; Chapter 2 - Management Myths, Models and Self-Fulfilling Prophecies; Nice Guys Finish Last?; X and Y; Change Theory; The Individual or the System; The Power of Models; Chapter 3 - Overview of the Viable System Model and the Rest of the Book; Why We Need Organizational Models; System 1 - Operations; System 2 - Coordination; System 3 - Delivery Management; System 3* - Monitoring; System 4 - Development; Systems 3, 4 and 5 - Strategy; System 5 - Policy; A Fractal Structure
PART 2 - RUNNING THE BUSINESSChapter 4 - Autonomy and Control; The Horns of the Dilemma; Balancing Complexity; Hierarchy; Autonomy; Hierarchy and the Military; The Fractal Resolution; Chapter 5 - The Structure of Value Creation; Primary and Support Activities; Organization Structure and Complexity Drivers; The Impact of Complexity Drivers; Unfolding Complexity - Diagnosis and Design; Chapter 6 - Coordination; Identifying Coordination Needs; Coordination Mechanisms; Coordination and Designing Structure; Chapter 7 - Organizational Cohesion - The Structure of Managing Performance Line ManagementAttribution and Misattribution; Common Failures in the Performance Management Structure; Preventing 'Gaming' in Performance Management; Chapter 8 - Organizational Integrity and Monitoring for Trust; Breaking out of the Control Dilemma; Integrity; Trust; Monitoring for Trust; Chapter 9 - Performance and Viability; The Traditional Approach to Performance Management; A Systemic Approach; Dynamic Performance Management - Measuring Viability; Measuring the Performance of Management; PART 3 - CHANGING THE BUSINESS; Chapter 10 - Intelligence; The Roles of System 4 - 'Development' Outside and the FutureBuilding and Maintaining a Model of the Organization; Managing Key Strategic Knowledge; Chapter 11 - Strategic Risk; So What is Strategic Risk?; Strategic Risk - The Old Approach; A Systemic Approach - Identifying and Detecting Strategic Risk; Strategic Risk - from Detection to Management; Chapter 12 - Strategy; The Traditional Strategy Model; The Structure of Strategy Development from Hierarchy to Fractal; The 'Natural' Approach to Strategy - Strategy as an Emergent Property of the Organization; Strategic Conversations; Getting the Balance; Chapter 13 - Innovation Innovation and ViabilityLeaders and Followers; Innovation and Strategic Risk; Organizing Innovation; The Performance of Innovation; Managing Innovation to Develop Potentiality in an IT Company; Chapter 14 - Managing Change; Here We Go Again ...; Six Failed Changes - What Really Happened; Mosaic Transformation in Biological Systems; Mosaic Transformation in Organizations; Chapter 15 - Identity and Purpose; From Simplicity to Crises; Purpose; Organizational Purpose: Reality versus Intention; Single Purpose or Multiple Purposes; Boundaries and Identity; Defining a System's Identity Identity Crises |
| Record Nr. | UNINA-9910130572703321 |
Hoverstadt Patrick
|
||
| West Sussex, England : , : Wiley, , 2008 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The fractal organization : creating sustainable organizations with the Viable System Model / / Patrick Hoverstadt
| The fractal organization : creating sustainable organizations with the Viable System Model / / Patrick Hoverstadt |
| Autore | Hoverstadt Patrick |
| Pubbl/distr/stampa | West Sussex, England : , : Wiley, , 2008 |
| Descrizione fisica | 1 online resource (368 p.) |
| Disciplina |
658
658.001/1 |
| Soggetto topico |
Management - Mathematical models
Management science Organizational effectiveness |
| ISBN |
1-119-20888-2
1-119-99557-4 |
| Classificazione | 85.10 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Title Page; Copyright Page; Preface; Acknowledgements; PART 1 - INTRODUCTION; Chapter 1 - The Crisis of Organization; Chapter 2 - Management Myths, Models and Self-Fulfilling Prophecies; Nice Guys Finish Last?; X and Y; Change Theory; The Individual or the System; The Power of Models; Chapter 3 - Overview of the Viable System Model and the Rest of the Book; Why We Need Organizational Models; System 1 - Operations; System 2 - Coordination; System 3 - Delivery Management; System 3* - Monitoring; System 4 - Development; Systems 3, 4 and 5 - Strategy; System 5 - Policy; A Fractal Structure
PART 2 - RUNNING THE BUSINESSChapter 4 - Autonomy and Control; The Horns of the Dilemma; Balancing Complexity; Hierarchy; Autonomy; Hierarchy and the Military; The Fractal Resolution; Chapter 5 - The Structure of Value Creation; Primary and Support Activities; Organization Structure and Complexity Drivers; The Impact of Complexity Drivers; Unfolding Complexity - Diagnosis and Design; Chapter 6 - Coordination; Identifying Coordination Needs; Coordination Mechanisms; Coordination and Designing Structure; Chapter 7 - Organizational Cohesion - The Structure of Managing Performance Line ManagementAttribution and Misattribution; Common Failures in the Performance Management Structure; Preventing 'Gaming' in Performance Management; Chapter 8 - Organizational Integrity and Monitoring for Trust; Breaking out of the Control Dilemma; Integrity; Trust; Monitoring for Trust; Chapter 9 - Performance and Viability; The Traditional Approach to Performance Management; A Systemic Approach; Dynamic Performance Management - Measuring Viability; Measuring the Performance of Management; PART 3 - CHANGING THE BUSINESS; Chapter 10 - Intelligence; The Roles of System 4 - 'Development' Outside and the FutureBuilding and Maintaining a Model of the Organization; Managing Key Strategic Knowledge; Chapter 11 - Strategic Risk; So What is Strategic Risk?; Strategic Risk - The Old Approach; A Systemic Approach - Identifying and Detecting Strategic Risk; Strategic Risk - from Detection to Management; Chapter 12 - Strategy; The Traditional Strategy Model; The Structure of Strategy Development from Hierarchy to Fractal; The 'Natural' Approach to Strategy - Strategy as an Emergent Property of the Organization; Strategic Conversations; Getting the Balance; Chapter 13 - Innovation Innovation and ViabilityLeaders and Followers; Innovation and Strategic Risk; Organizing Innovation; The Performance of Innovation; Managing Innovation to Develop Potentiality in an IT Company; Chapter 14 - Managing Change; Here We Go Again ...; Six Failed Changes - What Really Happened; Mosaic Transformation in Biological Systems; Mosaic Transformation in Organizations; Chapter 15 - Identity and Purpose; From Simplicity to Crises; Purpose; Organizational Purpose: Reality versus Intention; Single Purpose or Multiple Purposes; Boundaries and Identity; Defining a System's Identity Identity Crises |
| Record Nr. | UNINA-9910830193303321 |
|
Hoverstadt Patrick
|
||
| West Sussex, England : , : Wiley, , 2008 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||