"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.
"synopsis" may belong to another edition of this title.
How many people in your business canÕt get to the bigger competitive challenges because theyÕre too busy ÔfirefightingÕ?
How can your business stop playing the organizational game and start playing the competitive game?
In order to be able to deal effectively with these issues, managers at all levels need to understand the dynamics at play in an organization that create the ability to Ôgame the system.Õ
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 strategy game, how to mitigate its effects and then act to tackle its causes.
"In Gaming the System, Jim Rieley artfully minimizes the divide between business skills and common sense management practicesÉ He shows depth and a belief in people and their needs in todayÕs business arena that will strike a chord in every organizational development leaderÕs heart. Gaming the System should help readers to take greater responsibility for growing organizational effectiveness through communication, a focus on core capabilities, and shared vision."
—Marcia Bradley, Chief People Officer, Ericsson Wireless Communications, San Diego
"What a fountain of information for both established as well as new organizations, ItÕs a refreshing perspective on cutting through the mess. It will serve all of us who are wracked by never-ending organizational problems."
—Jaye Muller, the founder and former Chair of JFAX CorporationAbout the Author:
James B. Rieley, PhD., BSc, is the Global Head of Leadership Development for Celerant Consulting. Since 1987 he has been working in the area of innovation and organizational dynamics. He has written extensively on quality and his work has been sited in the most leading publications within the area.
"About this title" may belong to another edition of this title.
Book Description Financial Times Prentice Hall, 2001. Hardcover. Book Condition: New. HARDCOVER, BRAND NEW COPY, Perfect Shape, Not a Remainder, No Black Remainder Mark MH60-907Fast Shipping With Online Tracking, International Orders shipped Global Priority Air Mail, All orders handled with care and shipped promptly in secure packaging, we ship Mon-Sat and send shipment confirmation emails. Our customer service is friendly, we answer emails fast, accept returns and work hard to deliver 100% Customer Satisfaction!. Bookseller Inventory # 0710020034
Book Description Financial Times Prentice Hall, 2001. Hardcover. Book Condition: New. Bookseller Inventory # DADAX0273654195
Book Description Financial Times Prentice Hall, 2001. Hardcover. Book Condition: New. book. Bookseller Inventory # M0273654195
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