Terri L Griffith – författare

A game-changing approach to management Too often discussions of management practice focus exclusively on managing people and organizational issues. Rarely, however, do they incorporate a discussion about technology or address all three dimensions in a balanced way. When they do, the result is game changing. In our hypercompetitive environment, those managers who are outstanding at being plugged into their people, technology, and organizational processes simultaneously excel at coming up with effective business solutions.The Plugged-In Manager makes the case that being plugged-in—the ability to see choices across each of an organization's dimensions of people, technology, and organizational processes and then to mix them together into new and powerful organizational strategies, structures, and practices—may be the most important capability a manager can develop to succeed in the 21st century. Step by step Griffith shows you how to acquire this ability. Shows what it takes for business managers to succeed as technology and organizations become more and more complexProfiles exceptional leaders and organizations who are plugged-in, such as Tony Hsieh, CEO of Zappos.comOffers a fresh look at management issuesFilled with compelling case studies and drawing on first-hand interviews, The Plugged-In Manager highlights this often neglected managerial capability and the costs of only focusing on one dimension rather than all three.

This third volume in the series presents research on technology as either a tool or context for groups and teams. The volume is more broad than some other treatments of technology and groups. Thirteen chapters by leaders from both organizational behavior and information technology present management issues from two critical perspectives: groups and teams in evolving high-tech contexts (e.g., high precision manufacturing, computer virus assessment, space shuttle mission control, minimally invasive cardiac surgery); and leading edge research on technology for communication and knowledge management within groups and teams. The latter including research on virtual teams, adaptive structuration theory, conflict management, and the management of status and deception in electronic mail. Each chapter presents a unique view of groups and teams in modern organizational environments. Readers in the fields of management, organizational behavior, management information systems, information technology, social psychology, technology management and engineering will find useful results and interpretations for both research and practice. The summary chapter by Professor Linda Argote provides an integration and starting point for future assessments of technology, groups, and teams.

A game-changing approach to management

Too often discussions of management practice focus exclusively on managing people and organizational issues. Rarely, however, do they incorporate a discussion about technology or address all three dimensions in a balanced way. When they do, the result is game changing. In our hypercompetitive environment, those managers who are outstanding at being plugged into their people, technology, and organizational processes simultaneously excel at coming up with effective business solutions.

The Plugged-In Manager makes the case that being plugged-in—the ability to see choices across each of an organization''s dimensions of people, technology, and organizational processes and then to mix them together into new and powerful organizational strategies, structures, and practices—may be the most important capability a manager can develop to succeed in the 21st century. Step by step Griffith shows you how to acquire this ability.

Shows what it takes for business managers to succeed as technology and organizations become more and more complex Profiles exceptional leaders and organizations who are plugged-in, such as Tony Hsieh, CEO of Zappos.com Offers a fresh look at management issues

Filled with compelling case studies and drawing on first-hand interviews, The Plugged-In Manager highlights this often neglected managerial capability and the costs of only focusing on one dimension rather than all three.