Description

Book Synopsis
Despite valiant efforts and the advent of techniques such as delegation, career development, performance management, key performance indicators, programme and project management, social network analysis, and employee engagement, most organizations struggle to beat the 70 per cent failure rule for profound, people-disruptive business change. Surveys show that most employees are still disengaged from their work. Innovation is sluggish and agility elusive. Harnessing the hidden potential of your workforce can be a slow, often painful process. Neil Farmer''s The Invisible Organization explains how to adapt your organization''s design to the informal networks that form most of the basis for communication between managers and employees. The book explores five key themes: Executive leadership - a little autocracy and a lot of collaboration; how senior managers can enable and facilitate change; Effective first-line management - in most organizations up to 60 per cent need to be replaced and

The Invisible Organization

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    A Paperback by Neil Farmer

    £37.49

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    Order before 4pm tomorrow for delivery by Sat 24 Oct 2026.

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      Book details

      Publisher Taylor & Francis
      Published 6/24/2024
      ISBN-13 9781032838724
      978-1032838724
      ISBN-10 1032838728
      Also in:
      Business, Finance & Law Personnel and human resources

      Description

      Book Synopsis
      Despite valiant efforts and the advent of techniques such as delegation, career development, performance management, key performance indicators, programme and project management, social network analysis, and employee engagement, most organizations struggle to beat the 70 per cent failure rule for profound, people-disruptive business change. Surveys show that most employees are still disengaged from their work. Innovation is sluggish and agility elusive. Harnessing the hidden potential of your workforce can be a slow, often painful process. Neil Farmer''s The Invisible Organization explains how to adapt your organization''s design to the informal networks that form most of the basis for communication between managers and employees. The book explores five key themes: Executive leadership - a little autocracy and a lot of collaboration; how senior managers can enable and facilitate change; Effective first-line management - in most organizations up to 60 per cent need to be replaced and

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