Index_P-Q


P-Q

participation, 50-51
peer(s): collaboration with, 66; decision making, 8; description of, 7; genuine communication among, 8; playing with, 7-8
peer-based assumptions: employees are caring, 24-25; employees are productive, 21; employees desire to make a difference, 26-27; general input and participation in decision making, 29-31; individuals are unique, 27-29; influence of, 35-36; knowledge resides with those closest to work, 31-33; list of, 21, 37, 76-77; overview of, 20-21; us vs. them, 25-26
peer-based capitalism , 165
peer-based leadership councils: benefits of, 127; business group , 130; business unit, 130; case study of, 141; company, 130; decision making in, 128-129, 151, 155; description of, 105-106, 109-110, 116, 118-119; employee skills, 131; functional council, 139; goals of, 127-128; in leaderless organizations, 156, 158-161; membership in, 131-132; operational council, 140; peer-based requirement of, 132-134; product line, 130-131; responsibilities of, 131; roles in, 132; strategy council, 139; Strategy Diamond, 138-140; strategy of, 126-134; structure of, 129-130; tactical council, 139; titles in, 132; types of, 130-131
peer-based logic: abundancebased, 51-52, 77; community formulated, 54, 77; equitable, 54-55, 76; inclusive, 46-48, 76; influencing, 48, 76; participating, 50-51, 76; people as characterized by, 52; power in, 48; reward sharing, 54-55
peer-based management, 102-103
peer-based organizations: case examples of, 10-11; characteristics of, x, 119-120, 125-126; conditions for becoming, 100-101, 114-115, 120; conflict resolution in, 116-117; core belief behind, 170; decision making in, 8, 116-117, 125, 128-129, 132; definition of, x, 120; design rules of, 116-119; employee support in, 12; flexibility of, 140; forms of, 148-150; future of, 144; increasing returns in, 163-164; leaderless organization. See leaderless organization; leadership council's role in, 105-106, 109-110, 116, 118-119; logic of. See peerbased logic; management in, 45-46; need for, 75; in network society, 45; open organization. See open organization; practice of. See peerbased practices; principles of, 125, 144, 170; rank-based organizations vs., 6, 11-12; ranking in, 6; reporting hierarchy in, 130; resiliency of, 61-63; returns in, 163-164; rotational leadership in, 69, 72, 142-143; senior executive's responsibilities in, 107-108, 110, 117-118; societal pressures that influence, 75; strategic qualities of, 137-138, 140-142; task forces, 106-107, 110; thinking of. See peer-based thinking; titles in, 132; transformation to, 170; unity in, 7
peer-based practices: creativity, 68; flexibility, 69-72; freeing, 66-68; honest communication, 72-73; mindfulness, 64-66; overview of, 63, 76-77; sharing, 63
performance, 136
Porter, Michael, 135
power: distribution of, 151; as influence, 152; in peer-based logic, 48; peer-based thinking view of, 101-102; in rankbased logic, 48; in rank-based organizations, 114
problem solving, 51
product line peer council, 130-131
productivity: employee, 109; in rank-based organizations, 81-82; strategies for increasing, 10



The Myth of Leadership. Creating Leaderless Organizations
The Myth of Leadership: Creating Leaderless Organizations
ISBN: 0891061991
EAN: 2147483647
Year: 2004
Pages: 98

Similar book on Amazon

flylib.com © 2008-2017.
If you may any questions please contact us: flylib@qtcs.net