Amazon cover image
Image from Amazon.com

Designing the networked organization / Ken Everett ; with contributions by Richard White ... [and others].

By: Contributor(s): Material type: TextTextPublisher number: 2 | BEPSeries: Strategic management collectionPublisher: [New York, N.Y.] (222 East 46th Street, New York, NY 10017) : Business Expert Press, [(c)2011.]Edition: 1st edDescription: 1 electronic text (x, 173 pages) : illustrations, digital fileContent type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781606491966
Subject(s): Genre/Form: Additional physical formats: Print version:: No titleLOC classification:
  • HD69.S8
Online resources: Available additional physical forms:
Contents:
Preface -- Chapter 1. Introduction -- Chapter 2. Road map -- Chapter 3. Starting conditions -- Chapter 4. Creating connections -- Chapter 5. Crafting community -- Chapter 6. Hosting as leading -- Chapter 7. Convening coalitions -- Chapter 8. Suffocating a network -- Chapter 9. Organizations, networks, communities, and hybrids -- Chapter 10. The closing circle -- Resource 1: Money is thin; life is thick -- Resource 2: Affiliate profile -- Resource 3: Research project -- Resource 4: Case study -- Resource 5: Network voice -- Resource 6: About us -- Notes -- References -- Index.
Abstract: Ken Everett proposes the network as the organization of the future, and he wrote this book, with the help of five colleagues, to help the architects of such future organizations. He started a network of necessity - limited financial resources - but then encountered surprising benefits. He discovered networked organizations to be resilient, innovative, and leader-full and that these characteristics arise out of the design. This potential, he says, applies equally to networks of independent associates as it does to traditional organizations willing to adopt a new style of leadership - a style closer to "hosting" than "commanding." This is a practice-based book: Its developmental model was earned through experience. The model lays out three phases: from connections to communities to coalitions, or from "doing fine" to "getting better" to "getting better at getting better." Ken Everett illustrates these claims with real-life examples. He describes how a family company with only 3 employees grew to be represented in 30 countries via 300 colleagues. The potential of the networked organization is new, and that's what this book is about.
Tags from this library: No tags from this library for this title. Log in to add tags.
Star ratings
    Average rating: 0.0 (0 votes)
Holdings
Item type Current library Collection Call number URL Status Date due Barcode
Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) G. Allen Fleece Library ONLINE HD69.S8 (Browse shelf(Opens below)) Link to resource Available BEP10483746
Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) G. Allen Fleece Library Non-fiction HD69.S8 (Browse shelf(Opens below)) Link to resource Available 10483746

Preface -- Chapter 1. Introduction -- Chapter 2. Road map -- Chapter 3. Starting conditions -- Chapter 4. Creating connections -- Chapter 5. Crafting community -- Chapter 6. Hosting as leading -- Chapter 7. Convening coalitions -- Chapter 8. Suffocating a network -- Chapter 9. Organizations, networks, communities, and hybrids -- Chapter 10. The closing circle -- Resource 1: Money is thin; life is thick -- Resource 2: Affiliate profile -- Resource 3: Research project -- Resource 4: Case study -- Resource 5: Network voice -- Resource 6: About us -- Notes -- References -- Index.

Access restricted to authorized users and institutions.

Ken Everett proposes the network as the organization of the future, and he wrote this book, with the help of five colleagues, to help the architects of such future organizations. He started a network of necessity - limited financial resources - but then encountered surprising benefits. He discovered networked organizations to be resilient, innovative, and leader-full and that these characteristics arise out of the design. This potential, he says, applies equally to networks of independent associates as it does to traditional organizations willing to adopt a new style of leadership - a style closer to "hosting" than "commanding." This is a practice-based book: Its developmental model was earned through experience. The model lays out three phases: from connections to communities to coalitions, or from "doing fine" to "getting better" to "getting better at getting better." Ken Everett illustrates these claims with real-life examples. He describes how a family company with only 3 employees grew to be represented in 30 countries via 300 colleagues. The potential of the networked organization is new, and that's what this book is about.

COPYRIGHT NOT covered - Click this link to request copyright permission:

https://lib.ciu.edu/copyright-request-form

Mode of access: World Wide Web.

System requirements: Adobe Acrobat reader.

Title from PDF t.p. (viewed on July 26, 2011).

There are no comments on this title.

to post a comment.