I have edited all the work done on this blog on the open ‘Fractured Workplace’ into a final version, which has now been published on the major online book sites. You can find it on Amazon, Kobo and other sites.
Chapter 8 The sustainable organisation as a working community Throughout this book I’ve been arguing that the organisation, whether for-profit or not-for-profit, is as much about its people as it is about its work or (in the case of firms) about its financial outcomes. There have been two main themes:
Chapter 6 Performing seals Working up against the wall Nothing is more emblematic of modern management theory and practice than the term ‘performance’. It has a ring about it: it seems to promise that there exists a methodical approach to managing work which carries a guarantee of success. Furthermore, it tightens the focus of […]
What are people looking for in their work? A natural response is ‘money’ and clearly that’s true. But given that work occupies such a significant part of one’s life, both during the working years and over the course of a lifetime, money doesn’t seem to be enough.
For all their rhetoric, firms are rarely participative or consultative: the dominant practice of modern management is unambiguously directive, from the top down. That is true at every scale of the organization, from CEO to executive, from the executive group to other employees, from business unit heads to business unit employees, from supervisors to the supervised.