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

By: Contributor(s): Material type: TextTextPublisher number: 2 | BEPSeries: Strategic management collectionPublication details: [New York, N.Y. (222 East 46th Street, New York, NY 10017) : Business Expert Press, (c)2011.Edition: first editionDescription: 1 electronic text (x, 173 pages) : illustrations, digital fileContent type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781606491966
Subject(s): LOC 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.
Item type: Online Book
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Item type Current library Collection Call number URL Status Date due Barcode
Online Book 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.

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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.

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