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The inventive organization : hope and daring at work / Jill Janoc

Main Author Janoc, Jill Country Estados Unidos. Publication San Francisco : Jossey-Bass Publishers, cop. 1994 Description XXII, 395 p. : il. ; 24 cm Series The Jossey-Bass management series) ISBN 1-55542-627-1 CDU 658.0
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Holdings
Item type Current location Call number Status Date due Barcode Item holds
Monografia Biblioteca da UMinho no Campus de Azurém
BPG4 658.0 - J Não requisitável | Not for loan 149-CRC
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Enhanced descriptions from Syndetics:

Drawing on her extensive consulting experience with such organizations as Johnson & Johnson, Xerox, Ford, and 3M Company, Jill Janov explores how these and other companies are making the transition to high-performance, inventive organizations where self-regulation, interdependence, and partnerships are the rule. Janov shows how any organization that hopes to thrive into the next century can learn to develop the essential building blocks to inventiveness: focus on customer needs; concentrate on core work; practice living organizational values; think systemically; promote self-regulation; build and support interdependence; and understand leading as guiding the development of the system and following as pursuing common cause.

Janov offers inspiration, frameworks, and practical applications for executives, managers, and organization consultants who are facing the fundamental challenges in organizations today: how to sustain success in a constantly changing global economy, how to redesign work processes for optimal effectiveness, and how to realign roles and relationships as flattened hierarchies necessitate self-regulation throughout the entire organization.

Table of contents provided by Syndetics

  • Part 1 The Problem and the Promise
  • 1 Why Are We Confused and Hurting at Work?
  • 2 Choosing a Third Path: The Inventive Organization
  • Part 2 Hope Building Frameworks for Invention
  • 3 Customers: Designing the Organization Through Their Eyes
  • 4 Core Work: Defining and Doing the Essentials
  • 5 Values: Walking Our Talk
  • 6 Systems Thinking: Seeing Organizations as Relationships in Action
  • 7 Self-Regulation: Control and Support for Everyone
  • 8 Interdependence: All for One and One for All
  • Part 3 Daring: Bold Acts of Leading and Following that Redefine Our Roles, Relationships, and Power
  • 9 The Acts of Leading and Following versus the Roles of Leader and Follower
  • 10 Personal Power: The Source of Lasting Relationships
  • 11 Style: Choosing Partnership Over Dependency
  • 12 Expertise: Choosing Invention Over Maintenance
  • Part 4 Making the Transition: The Start of the Reconstruction
  • 13 The Wisdom Is in the System: Start from Where You Are
  • 14 Looking to the Future: Hope and Daring at Work

Reviews provided by Syndetics

CHOICE Review

The traditional organizational structures and relationships that characterized the late-industrial era are proving ineffectual in the emerging information era. In The Inventive Organization Janov offers a practical guide to executives, managers, and organizational consultants confronted with the obsolescence of their long-held assumptions about organizational effectiveness. The author has organized the book in four parts. Part 1 states the basic problem (why organizations are ineffectual in spite of new programs and techniques) and also identifies the promise--the inventive organization with the capacity to anticipate and lead change. Part 2 addresses the six frameworks that underlie inventive organizations. Part 3 identifies the "bold acts" of leading and following that sustain the inventive organization. Part 4 discusses how to manage the transition that occurs when organizations move from a fixed or adaptive mode to an inventive one. Provocative reading for upper-division undergraduate through professional audiences. E. Garaventa; College of Staten Island, CUNY

Booklist Review

The application of Gestalt philosophy and of other psychological systems to the workplace is certainly not new to U.S. corporate consultants. Yet, as with the recent emphasis on total quality management (TQM), much is sacrificed to achieve a specific trendy goal. Janov contends that the entire mind-set of an organization, from bottom up, needs to be changed in six key areas: core work, customer relationships, values, systems thinking, self-regulation, and interdependence. Only then can a corporation move from a fixed product orientation through an adaptive environmental response to a truly inventive structure. The process, she admits, is not an easy one; we've forgotten the Golden Rule, confused the means with the ends, and become fixated with set operating principles and beliefs. Through both open and disguised case histories and, unfortunately, through some psychobabble, she explains the tenets of inventiveness. Her intentions are good; the theories and process, sound; readers will, however, yearn for fewer words and more how-to's. ~--Barbara Jacobs

Author notes provided by Syndetics

JILL JANOV is an organizational development consultant based in San Francisco, with clients worldwide. She consults with multinational corporations, government agencies, and educational institutions to create futures and lead change through customer, stakeholder, and employee involvement, She serves as visiting faculty at the Gestalt Institute in Cleveland, the Gestalt Academy of Scandinavia, and Stanford University.

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