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Unblocking your organization

Author: Mike Woodcock; Dave Francis
Publisher: La Jolla, Calif. : University Associates, 1979.
Edition/Format:   Print book : EnglishView all editions and formats
Summary:
A great deal of time, effort, and money is spent in tinkering with organizations while very little is invested in trying to discover exactly what is wrong with them. Working in and with a variety of organizations has shown me that most changes are ill-conceived, rarely shared with those affected, and seldom followed through with much conviction. This leads to problems with which we are all too familiar, such as  Read more...
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Additional Physical Format: Online version:
Woodcock, Mike.
Unblocking your organization.
La Jolla, Calif. : University Associates, 1979
(OCoLC)565629463
Document Type: Book
All Authors / Contributors: Mike Woodcock; Dave Francis
ISBN: 088390148X 9780883901489
OCLC Number: 4721326
Notes: Rev. and expanded ed. of People at work by D. Francis and M. Woodcock.
Description: xiii, 253 pages ; 23 cm
Contents: Foreword / Sue Kerrison --
Preface --
Acknowledgments --
Part 1. Introduction to principles --
Part 2. Taking your organization's temperature --
Part 3. Common blockages. 1. Inadequate recruitment and selection --
2. Confused organizational structure --
3. Inadequate control --
4. Poor training --
5. Low motivation --
6. Low creativity --
7. Poor teamwork --
8. Inappropriate management philosophy --
9. Lack of succession planning and management development --
10. Unclear aims --
11. Unfair rewards --
12. Personal stagnation --
Part 4. Working on clearing your blockages. 1. Starting development --
2. To change or not to change --
3. First impressions --
4. Selection interviews --
5. Cost of recruitment --
6. Those who leave --
7. Team interview --
8. The company tree --
9. Organization and people --
10. Technology and structure --
11. Organization and people --
12. The control audit --
13. Using consultants --
14. How do we control? --
15. Limits of authority --
16. Assessing job training needs --
17. Does training pay? --
18. Training practice --
19. Improving counseling --
20. The job as a motivation --
21. The extra push --
22. Motivation survey --
23. Increasing involvement at meetings --
24. Brainstorming --
25. Yesterday's good idea --
26. How creative are we? --
27. Getting to know you --
28. Microlab --
29. Organizational mirroring --
30. Process review --
31. Group climate --
32. Which new car? --
33. A question of principle --
34. Theory "X" and theory "Y" --
35. Principles game --
36. Are we running a kindergarten? --
37. Succession planning --
38. Individual management-development requirements --
39. Values of the present management-development system --
40. How and why? --
41. Establishing an objective --
42. Exploring understandings of a job --
43. Long-range planning --
44. Meeting objectives --
45. The empty chair --
46. Rob Peter to pay Paul --
47. Roadbuilding to equity --
48. Us or them --
49. How does our pay compare? --
50. Who makes the decisions about pay? --
51. Making contacts more productive --
52. Are we using our ears? --
53. As bad and as good as it can be --
54. Working to instructions --
55. Personal insight and effectiveness --
56. Management attitudes : the X-Y scale --
57. Lost at sea --
58. Is it OK to be more me? --
59. First encounter --
60. My career progress --
61. Autocounseling --
62. Decision-making styles --
63. Skillful problem solving --
Appendix A. Outside help : advantages and snags --
Appendix B. Case studies.
Responsibility: by Mike Woodcock, Dave Francis.

Abstract:

A great deal of time, effort, and money is spent in tinkering with organizations while very little is invested in trying to discover exactly what is wrong with them. Working in and with a variety of organizations has shown me that most changes are ill-conceived, rarely shared with those affected, and seldom followed through with much conviction. This leads to problems with which we are all too familiar, such as disillusioned employees and utter bafflement among those who initiated the change and wonder why people are not overjoyed and enthusiastic. This book can help you to avoid these problems by providing a way of helping to identify those aspects of your organization that need changing. The book also helps to dispel false assumptions. The activities in this book are practical and useful tools that most managers can easily handle. Initially some activities may appear strange and even flippant, but when applied to the right situation they are very powerful. The flexibility of the book makes it useful to different groups of people and enables it to be used in a variety of ways. Managers can read all or part of it to gain more insight into organizations, use it as part of an overall change program, or select certain sections or activities to deal with particular problems.

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