MARC Record from Library of Congress

LEADER: 06580cam a2200421 i 4500
001 2015015999
003 DLC
005 20151212083148.0
008 150427s2015 enk b 001 0 eng
010 $a 2015015999
020 $a9780749471316 (paperback)
020 $z9780749471323 (ebk)
040 $aDLC$beng$cDLC$erda
042 $apcc
050 00 $aHD58.8$b.H647 2015
082 00 $a658.4/06$223
084 $aPSY012000$aBUS066000$aBUS030000$aBUS103000$aBUS041000$2bisacsh
100 1 $aHolbeche, Linda.
245 14 $aThe agile organization :$bhow to build an innovative, sustainable and resilient business /$cLinda Holbeche.
264 1 $aLondon ;$aPhiladelphia :$bKogan Page,$c2015.
300 $avii, 280 pages :$c23 cm
336 $atext$2rdacontent
337 $aunmediated$2rdamedia
338 $avolume$2rdacarrier
504 $aIncludes bibliographical references and index.
520 $a""Agility" is the ability to continuously adapt to rapidly changing circumstances, while "resilience" is being able to bounce back from setbacks. Resilience is essential if a company's benefits are to endure in the long run and if their employees' loyalty is to be kept.The Agile Organization focuses on how to build both agility and resilience at individual, team, and organizational levels. Author Linda Holbeche puts the process of developing agile strategy, structures, and processes into the big picture context.This book provides OD/HR practitioners with ways to be effective in a 24/7 business culture, to recognize and avoid the pitfalls of achieving agility without also building organizational resilience, and to understand the importance of involving people in transforming organizations for greater agility.Combining case studies, self-assessment tools, guidelines, and practical checklists with theory, Holbeche explains how to achieve organizational agility while also maintaining and enhancing employee engagement and resilience. "--$cProvided by publisher.
520 $a"Given today's context of tough change, organizations are seeking to innovate and execute an effective strategy quickly and efficiently. Key to this is agility - the ability to continuously adapt rapidly to changing circumstances. At the same time, resilience, the capacity to bounce back from setbacks, is also essential if benefits are going to endure over the longer term and if employees are to be kept on board. The Agile Organization therefore focuses on how to build both agility and resilience at individual, team and organizational levels. It draws on the lived experience and learning of HR managers, organizational development (OD) professionals and other change agents, to make sense of what really happens. It shows how, despite today's complex and turbulent environment, 'squaring the circle' of achieving organizational agility while maintaining and enhancing employee engagement and resilience is possible. The Agile Organization showcases the latest thinking on new organizational models and ground-breaking themes which affect the way HR leaders, OD specialists and senior executives need to think about organizational transformations and the new 'business as usual'"--$cProvided by publisher.
505 8 $aMachine generated contents note: Acknowledgements Introduction 01 Why go agile? -- The business case for agility -- What is organizational agility? -- Does every organization need to be 'agile'? -- Forces driving the need for agility -- Resilience -- Conclusion -- Notes02 Why are agility and resilience so elusive? -- Setting the context: evolution of agility theory -- What increases complexity in organizations? -- The implementation gap -- Organizational culture -- Neglecting the human aspects of change -- Talent shortages -- Conclusion -- Notes03 The resiliently agile organization -- The qualities and capabilities of agile fi rms -- The resiliently agile model -- Agile implementing -- Agile linkages -- Agile people -- Conclusion -- Notes04 Agile strategizing -- The scale of the challenge -- Strategic leadership in complexity -- Leading the process of strategizing -- Focus intensely on the customer -- Managing costs -- Benchmarking for agility -- Effective governance and risk management -- Conclusion -- Notes05 Agile implementation -- Agile operating model elements -- Experimenting - the routines of exploration -- Project-based working -- Agile managers - from controller to coach -- Conclusion: HR implications -- Notes06 HR's role in building a high-performance work climate -- Stimulating learning practices -- Working flexibly -- Performance management -- Conclusion -- Notes07 Agile linkages -- The pursuit of flexibility -- More flexible organizational forms -- The rise of virtual working -- Working in alliances -- Building an alliance culture -- Conclusion -- Notes08 Agile people processes -- Agile people -- A diverse workforce -- Strategic workforce planning -- Talent management -- Finding the right people in the right place with the right skills -- Build strategies - growing the talent pool -- Agile succession planning -- Conclusion -- Notes09 Nurturing employee engagement and resilience -- Links between employee engagement and performance -- What is employee engagement? -- Getting to grips with engagement issues -- The 'engaged' model -- An emergent psychological contract -- Team engagement -- How can HR/OD help to stimulate engagement and wellbeing? -- Conclusion -- Notes10 Change and transformation -- Types of change -- Stakeholder engagement -- Mobilizing people for change - 'pull' rather than 'push' -- Managing the transition -- Conclusion -- Notes11 Building a change-able culture -- Can culture be 'changed'? -- Taking stock -- Defining what 'good' looks like -- Building emotional energy for change -- Building a social movement -- Aligning management and leadership -- Conclusion -- Notes12 Agile leadership -- Why values-based leadership? -- From 'I' to 'we' - building shared leadership -- How can agile leadership be developed? -- Conclusion -- NotesConclusionIndex.
650 0 $aOrganizational change.
650 0 $aOrganizational behavior.
650 0 $aCorporate culture.
650 0 $aOrganizational effectiveness.
650 0 $aPersonnel management.
650 7 $aPSYCHOLOGY / Education & Training.$2bisacsh
650 7 $aBUSINESS & ECONOMICS / Training.$2bisacsh
650 7 $aBUSINESS & ECONOMICS / Human Resources & Personnel Management.$2bisacsh
650 7 $aBUSINESS & ECONOMICS / Organizational Development.$2bisacsh
650 7 $aBUSINESS & ECONOMICS / Management.$2bisacsh