By Stephanie Winston
The 200,000-copy Eighties bestseller has now been up-to-date for cutting-edge difficult enterprise global. Stephanie Winston, additionally writer of the 350,000-copy bestseller Getting equipped provides a wealth of rules for dealing with time, paper, and other people extra successfully. "Belongs at the bookshelves of all professionals".--Library magazine.
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Extra info for The organized executive: A program for productivity : new ways to manage time, paper, and people
Organizational participants are likely to emphasize the amount of confusion, the indeterminacy, and the unpredictability of the actions of their coworkers, in part because such matters draw their attention and require their energies. However, to focus on the social structure of organizations is to emphasize the impressive amount of order exhibited by the behavior of participants in organizations. Every day hundreds or thousands of persons in organizations perform millions of individual acts, yet the outcome is not bedlam, not total confusion or chaos, but a reasonable approximation of order.
Consider organizational participants. Very few organizations assume full responsibility for the socialization and training of their participants. Employees come to the organization with heavy cultural and social baggage obtained from interactions in other social contexts. With very few exceptions-such as inmates in "total institutions," for example, concentration camps or cloisters (Goffman, 1961)-participants are involved in more than one organization at any given time. These outside interests and commitments inevitably constrain the behavior of participants in any given organization and, in some instances, strongly influence it.
Connections with "external" elements can be more critical than those among "internal" components; indeed, for many functions the distinction between organization and environment is revealed to be shifting, ambiguous, and arbitrary. All three perspectives agree that if an organization is to survive, it must induce a variety of participants to contribute their time and energy to it. However, open system theorists emphasize that individuals have multiple loyalties and identities. They join and leave or engage in ongoing exchanges with the organization depending on the bargains they can strike-the relative advantage to be had from maintaining or ending the relation.
The organized executive: A program for productivity : new ways to manage time, paper, and people by Stephanie Winston