Gaming the System: How to Stop Playing the Organizational Game, and Start Playing the Competitive Game

Rieley, James B.

ISBN 10: 0273654195 / ISBN 13: 9780273654193

Edité par Financial Times Prentice Hall, London, 2001

A propos de cet article

Minimal wear, appears unread. In a world in which organizations are facing an ongoing struggle to improve their outcomes, it has become increasingly clear that by simply 'cranking up' the productivity targets, the organizational gains are rarely sustainable. Of all the issues facing organizations that are inhibiting this ability, it is the organizational population's ability to 'game the system' that limits the success of initiatives.

N° de réf. du vendeur 008370

Détails bibliographiques

• Titre: Gaming the System: How to Stop Playing the Organizational Game, and Start Playing the Competitive Game
• Éditeur: Financial Times Prentice Hall, London
• Date de parution: 2001
• Langue: anglais
• ISBN à 10 chiffres: 0273654195
• ISBN à 13 chiffres: 9780273654193
• Reliure: Black Cloth
• Édition: First Edition
• État de l'article: As New
• État de la jaquette: As New
• Poids: 485 grammes
• Catalogues du vendeur:
  • Business

A propos de ce titre

Synopsis

"We spend too much time firefighting and fighting among oursleves" ..."our management meetings are taking too much time, they're just not productive anymore" ..."it was a good idea, but it lacks direction. It has no day to day manager sitting abover it" ..."these measures have come at the expense of innovation." Sound familiar? These are all real statements from real employees in businesses where the organisation itself, and the priorities that it sets, have become the end and not the means. Places where people do what gets counted, and lose sight of what counts. Optimistic sales projections, creative accounting, fear of risk taking, uneccessary meetings, e-mail "cc" culture, resistance to change, empire building...all symptoms of people playing the organisational game. It comes to every organisation, and it drains resources and squanders opportunities. Are your people doing what needs doing? or doing what gets measured once a month? How many people in your business can't get to the bigger competitive challenges beacause they're busy "firefighting"? This book will explore why and how people play the political game, respond to internal dynamics rather than market movements and work to company deadlines rather than market trends. It will show you how to understand and identify the symptoms of playing the system, mitigate its effects and then act to tackle its causes. It's time to stop playing the organisation game and start playing the competitive game. In a world in which organisations are facing an ongoing struggle to improve their outcomes, it has become increasingly clear that by simply 'cranking up' the productivity targets, their organisational gains are rarely sustainable. Of all the issues facing organisations that are inhibiting this ability, it is the organisational population's ability to 'game the system' that limits the success of initiatives. In order to be able to deal effectively with this issues, managers at all levels need to understand the dynamics at play in an organisation that create the ability to 'game the system,' as well as ways in which to mitigate its effects. Gaming the system occurs on many levels in an organisation, and in many forms. Gaming the System identifies how structures in organisations (both explicit and implicit policies and procedures, stated goals, and mental models) drive behaviours that are detrimental to long-term organisational success. Through the utilisation of case examples, the book shows how to identify these behaviours and develop ways in which to counteract their negative effects that will minimise the long-term personal and organisational potential. The book highlights three core-competencies that can mitigate the negative impacts of organisational gaming the system.

À propos de l?auteur

James B. Rieley, Ph.D. is the Vice President for Leadership Development for Cambridge Management Consulting. Prior to coming to Cambridge, he was a senior manager of the Business Decision Innovations Group in Arthur Andersen's Business Consulting division where he worked facilitating effective organisational change. Previously, he directed The Center for Continuous Quality Improvement at Milwaukee Area Technical College where, through the Office of the President, he was responsible for the internal quality improvement process at the college, the college's Systems Thinking/Organisational Learning efforts, and was the architect and facilitator of the strategic planning process. In conjunction with the WorkForce Development Division of MATC, he consulted with business and industry, government, and educational institutions who have identified the importance of becoming more effective in meeting the needs of their customers. Rieley, who has a doctorate degree in Organisational Effectiveness, additionally has a B.S. in Business Administration, and was the president of a successful plastics manufacturing company for over 20 years. After selling his company in 1987, he began to work with organisations in the area of innovation and business organisation. In 1990 he accepted an offer to come to MATC to develop the concept that became The Center for Continuous Quality Improvement. In 1997, he accepted an offer to join the Knowledge Services Competency Cente