Creating sustainable organizations with the Viable System Model
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The world of management is in crisis - the old remedies no longer work and organizations are failing at an increasing rate. Although many talk of 'joined up thinking', few offer practical guidance on how to achieve this in organizations. The Fract...
'This is a well-written book on a complex subject that uses helpful examples taken for actual organizations.' (Quality World, January 2010).
Patrick Hoverstadt is a practicing consultant with a wealth of experience over the past ten years of applying VSM in analyzing and designing organizations for clients. He is a visiting lecturer at Manchester Business School, a visiting Research Fellow at Cranfield School of Management and a regular contributor to conferences and journals. A paper he wrote was awarded an Emerald publications "literati club" prize for clear presentation of difficult concepts. He is currently chairman of "Cybernetics North" a NW based group of systems practitioners and has access to the support and experiences of group members to draw on for further material.
Preface. Acknowledgements. PART 1 Introduction. Chapter 1 The Crisis of Organization. Chapter 2 Management Myths, Models and Self-Fulfilling Prophecies. Chapter 3 Overview of the Viable System Model and the Rest of the Book. PART 2 Running the Business. Chapter 4 Autonomy and Control. Chapter 5 The Structure of Value Creation. Chapter 6 Coordination. Chapter 7 Organizational Cohesion The Structure of Managing Performance. Chapter 8 Organizational Integrity and Monitoring for Trust. Chapter 9 Performance and Viability. PART 3 Changing the Business. Chapter 10 Intelligence. Chapter 11 Strategic Risk. Chapter 12 Strategy. Chapter 13 Innovation. Chapter 14 Managing Change. Chapter 15 Identity and Purpose. Chapter 16 Governance. Appendix The Process of Modelling. Glossary. References. Index.