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Organisational Myths

A Five Course Feast of Fundamental Fallacies

Organisational Myths
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ISBN : 978-87-403-1910-1
1 édition
Pages : 103
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  • Prix : 75,50 kr

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A propos du livre

  1. Description
  2. Contenu

Description

Drawing on scores of sources which challenge much of the received wisdom underpinning the way in which organisations are run, the book tackles 24 myths which it argues lead to dysfunctional organisational behaviour. It suggests some radical solutions, including a complete restructuring of the way in which the workforce is trained and its skills assessed. It also proposes a different approach at the top. But the book goes further, asking if organisations can change effectively without working to a completely new economic model and it discusses two such models with very different pedigrees.

About the author

Since graduating from Oxford, Adrian Faiers has gained broad experience at the top of commercial, statutory and voluntary organisations. He also writes on a wide range of subjects. Apart from consulting and teaching, he recently commissioned mental health services within the UK’s National Health Service (NHS); he has a particular interest in work and mental health.

Contenu

  1. Appetiser: Including an amuse bouche myth 
    1. Introduction and myth No. 1 
      1. Myth No. 1: Detailed auditing is essential for effective financial control 
  2. Starter: a selection of a dozen flash fried taster myths 
    1. Myths Nos. 2–13 
      1. Myth No. 2: Post code lotteries are a bad thing 
      2. Myth No. 3: Robots and artificial intelligence will steal all our jobs 
      3. Myth No. 4: Organisations (and customers) benefit by sharing and implementing best practice 
      4. Myth No. 5: Quality programmes ensure better services and products 
      5. Myth No. 6: Competition and choice guarantee better services 
      6. Myth No. 7: Service user (customer) involvement is essential for effective service (or product) design 
      7. Myth No 8: Open competitive tendering is the fairest and most efficient way of awarding contracts 
      8. Myth No. 9: You get better business done in face to face meetings 
      9. Myth No. 10: Modern managers are non-judgemental 
      10. Myth No. 11: Strategic thinking is what sets top managers apart 
      11. Myth No. 12: Business coaching will help you develop your potential 
      12. Myth No. 13: Performance related pay gets better results 
  3. Main course: meat or nut loaf, rice or pasta plus two vegetables – four slowly cooked myths 
    1. Meat or nut loaf: Myth No. 14 
      1. Myth No. 14: To attract the best you must pay the best (Peanuts and monkeys) 
    2. Rice or pasta: Myth No. 15 
      1. Myth No. 15: The success of an organisation is directly proportional to the qualifications and training of its workforce 
    3. Two vegetables: Myths Nos. 16 and 17 
      1. Myth No. 16: Accurate budgeting is essential for good business 
      2. Myth No. 17: Time spent on planning is time well spent 
  4. Dessert: A selection of half a dozen not so sweet mini myths 
    1. Myths Nos. 18 to 23 
      1. Myth No. 18: Comprehensive reporting is essential for effective management 
      2. Myth No. 19: Using every minute of the day is essential for effective time management and efficiency 
      3. Myth No. 20: Zero hours contracts are exploitative and should be banned 
      4. Myth No. 21: External consultants are essential to improve management 
      5. Myth No. 22: An organisation’s priority is to create wealth, which will trickle down 
      6. Myth No. 23: Organisations must grow or die 
  5. Coffee and petit fours: Common ingredients and closing myth 
    1. Conclusions and Myth No. 24 
      1. Myth No. 24: Organisations need certainty 
  6. Author biography 

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