Organization

As a trustee and governance consultant, I know these authors and have heard them speak -- and it was a pleasure to see how well the book transfers their years of experience into print.

The book works so well because it is built on a straight-forward model that the authors carry throughout every chapter. The model suggests that healthcare boards (and most other boards, for that matter) have five central roles: defining organizational ends, ensuring management performance; overseeing financial performance; overseeing quality; and providing for the board's own structure, composition and effectiveness. Boards carry out these roles in three ways: by making policies, making decisions, and overseeing performance. One of the book's strongest components is explaining how - in order to define organizational ends - a board identifies the organization's stakeholders and their expectations. Few boards do this at all, much less do it well.

Board Work joins books by John Carver, William Bowen, Cyril Houle and Richard Chaitt as an exceptional contribution to the emerging body of pragmatic governance literature.

I recommend it highly.

Theory O has as its purpose the development of the organization's human capability to implement strategy and to learn from actions taken about the effectiveness of changes made. Its focus is on the development of a high-commitment culture. Its means consist of high involvement, and consultants and incentives are relied on far less to drive change. Change is emergent, less planned and programmatic. Here there's know place for silos but teamwork and personal development.

Resolving the Tension between Theory E and O
It is vary tempting if you find a business model that can boots the business finance, there's a big chance that you will follow that lead. But this can turn out on the short run well for the business and especially for the shareholders. But on the long run this have a great deal of stress on the employers by taken the human factor out of the workspace, and make the workplace a money machine. The authors argue strategies that works only on behave of the shareholders will not survive in the long run. To solve this problem one must look further than the shareholders and deeper than the business objectives (theory O). There must be a cultural transformation. Everyone must work for the same goal and not draining the gaol for the sake of the CEO. To make the cultural transformation, there will be more benefits to the organization in the long run. Finally this will create a win-win situation for the organization employees and the shareholders.

Even in the change literature are changing. In breaking the code of change the authors have may very well suggest that the old change agents like Weick, Pettigrew, Bennis, Argyris have lost contact whit the reality, they don't have the vision, the energy.
They are not change agents but organization development that help curtain organization to function within the circumstances under the economic situation of that particular moment. At the end of the book Beer and Nohria conclude that these agents didn't succeed to break the code of change.

The interesting thing is when you look at the company's the authors consider that make the loop from good to great, you will be surprise if you think that the good to great company's are IBM, Microsoft, Enron, Shell, well not anymore if you're, if you're looking for the company's that embodied the leadership that make the loop from good to great. Don't look for the company's that appear on the front page, or the company's that make the news. But look around the corner. My advise study this book, search for the human factor, and make your notes and act according to your vision. You may be surprise how in the smallest things you can be the one that turns things around from good to great. Good study material for organization consultants, HRM and MBA's.

The key principles of the book are closure, commitment, respect, responsibility, communication and speedy resolution. I won't go into depth about the principles but most people don't understand, including myself before I read this, how each contributes to an organization's overall success and "social capital."

What the authors are trying to do is get companies to apply their "Trust Model" and the result is, in their minds and mine, that an organization will end up with a competitive advantage over their competitor.

I found the book to be quite similar in many regards to Abraham Maslow's hierarchy of needs at times since one of the goals is to help employees in attaining "self actualization" where their aspirations and sense of contribution occur.

The models' goals, to list a few, include (1) increasing group intelligence through communication (2) increasing creativity (3) making people feel passionate about work (4) creating synergies and (5) getting everyone focused on a common goal.

SENIOR MANAGERS OR ASPIRING MANAGERS! BUY THIS BOOK! This book, along with Peter Drucker's The Essential Drucker, are where I would start to create a better managed, more efficient business.

It is my belief that just about everyone has a passionate desire to contribute. We have a hunger to be a part of something bigger than ourselves, especially when that something reflects and amplifies our inherent values. That is what this book is about. Creating the organization that everyone loves to work for and that the best talent flocks to. If anyone wants some other good business books just e-mail me.

Thoroughly biblical, yet liberating!

The level of teaching in this book raises standards for Spiritual writers of our day.

Dr. B lovingly and honestly calls us to rethink traditional views held in churches. Read it with your Bible open, and be ready to be challenged.

Most of us think of organizations as "things," not people, but organizations are comprised of people who build its culture, the shared beliefs, values, and norms that define its purpose and operating style. In addition, most of us think of "self-awareness" as applying to individuals; we don't think of organizations as becoming self-aware, but Fekete explains that organizations need to do precisely that if they plan to be successful and fulfill their mission.

The book uses the 16 types identified by the Myers-Briggs Type Indicator to help an organization build awareness of its unique personality. This is an excellent choice because many people in organizations are familiar with the MBTI and regard it as an effective tool. I happen to like the MBTI, and have used it in executive coaching and team building, but Fekete has taken the approach far beyond these applications by showing how an organization can use what it learns about its personality to shape all facets of its operation, from strategic planning to building brand identity. I especially like the suggestions given for how an organization can leverage its strengths, and identify and overcome its weaknesses. This extremely well written and timely book is must reading for leaders, and for consultants and others working with organizations to build their future.

Companies are People, Too (CAP2) is an amazing "Finger on the Pulse" that any organization MUST undertake in order to Thrive.

CAP2 - both as in inward looking excercise (introspection) and an forward /upward looking (growth, long term plans) excercise that companies with an eye on the bottom line, value add to customers and shareholders must undertake.

CAP2 is not the usual "run of the mill" I've been there, seen it, did it and here is my account kinda book that seemingly fills up the cases of most bookstores. CAP2 is a factual documentary - almost a Bible for Managers / Owners / Aspiring Entrepreneurs and just about anyone who wants his or her or their business to thrive. CAP2 is the bottom line of Management Truth Seekers and I believe it should be included as a mandatory part of good management school curriculum.

CAP2 comes cheap for the richness that it contains within. CAP2 is the harvest of a great deal of thought, observation, uncanny instinct and utlimately Divine Wisdom.

CAP2 is for those that are born to suceed, who will themselves to suceed.

CAP2 is and will be a hall mark book, a once in a lifetime effort. Sandra Fekete needs to be honored, congratulated and thanked for such a wonderful and timely contribution for people who strive to make better organizations.

In this context, the authors, in Chapter 8, first put forward the following ten reasons why organizations might want to become more global: competitive survival, cost spreading, trailblazing, rule of three, domino effect, evolutionary forces, technological revolution, search for innovation, ripple effect, and benchmarking against other companies. Then, they discuss seven challenges companies face in making the global leap: (1)Establishing a workable global structure, (2)Hiring global supermanagers, (3)Managing people for a global environment, (4)Learning to love cultural differences, (5)Avoiding parochialism and arrogance, (6)Designing unifying mechanisms and a global mindset, (7)Overcoming complexity.

In Chapter 9, to overcome these challenges, they show action plans, and suggest ways of moving forward, from learner to launcher and from launcher to leader into the global arena as summarized as below:

I- From Global Learner to Global Launcher

1. Human Resources Practices

* Supply language/cultural sensitivity training.

* Standardize forms and procedures.

* Set up an overseas presence via joint venture, modest acquisition, or establishment of a headquarters.

* Engage in extensive cross-border relationship building.

2. Organizational Structures

* Arrange short-term visits and international assignments.

* Staff for more diversity in management and board of directors.

* Use e-mail and videoconferencing to maintain day-to-day contact.

3. Organizational Processes and Systems

* Establish worldwide shared values, language, and operating principles.

* Conduct fact-finding missions.

* Design ad hoc transnational teams.

* Hold global town meetings and best-practice exchanges of information.

II- From Global Launcher to Global Leader

1. Human Resources Practices

* Seek complete liquidity of human resources: recruit outside the domestic base; place foreign recruits within the domestic base; promote the best people to global assignments; rotate people internationally; use twinning.

* Aim for a global structure.

* Map global processes.

2. Organizational Structure

* Provide continuing global leadership trining and regular transnational training to reinforce the global mindset.

* Remove/minimize country managers and replace with global managers and focus on global customers.

* Routinize real-time global communications.

3. Organizational Processes and Systems

* Use global reward systems.

* Multiply ongoing transnational project teams.

* Work for global integration (for example, total global sourcing, global design, global engineering, and global purchasing).

Finally, they write that "Many tools are available to organizations, and we have described a good number of them here (as summarized above). But senior management must have the skill and foresight to use the right tools in the right way, at the right time, and in the right sequence...Each stage requires structures that enable the crossing of boundaries, systems and procedures that drive global behavior, and people who can learn to extend their thinking beyond their present outlook."

Highly recommended.

"In living organisms, membranes exist to give the organization shape and definition. They have sufficient structural strength to prevent the organism from dissolving into an amorphous mess....Like a living organism, the boundaryless organization also evolves and grows, and the placement of boundaries may shift....Because the boundaryless organization is a living continuum, not a fixed state, the ongoing management challenge is to find the right balance of boundaryless behavior, to determine how permeable to make boundaries, and where to place them."

This brief excerpt from the first chapter correctly suggests the purpose of this remarkable book: To explain HOW to meet that challenge.

The material is presented within four parts plus a conclusion. The first explains how to achieve "free movement up and down" by crossing vertical boundaries; the second explains how to achieve "free movement side to side" by crossing horizontal boundaries; the third explains how to achieve "free movement along the value chain" by crossing external boundaries; and in the fourth part, they explain how to achieve "free global movement" by crossing geographic boundaries." Then in the Conclusion, the authors discuss "Making It Happen: Leading Toward the Boundaryless Organization."

The authors also include a series of six questionnaires. By completing each in sequence, the reader is able to determine (a) where her or his organization is now located relative to "the boundaryless paradigm", and (b), what is needed to eliminate the "gap" between where it is now and where it should be. Those who share my high regard for this book are urged to read The Boundaryless Organization Field Guide. It contains a a hands-on set of diagnostic instruments as well as exercises and tools, and a disk with presentation slides in Powerpoint format.

I agree with the authors: The most restrictive organizational boundaries are in the minds of those within an organization. Organizational as well as personal wounds are usually self-inflicted.

The Brotherhoods is more about biker patch clubs in Australia, but a lot of the clubs he deals with have international standings. In his book Arthur talks a lot about the relationships between patch clubs and the police, and while not condoning what these clubs "can" do, he finds that most of the trouble we hear about is due to police heavy handedness. For the most part the patch clubs just want to get out and have fun, but when you start poking at a hornets nest (the clubs) with a stick (the police) there will always be trouble. He also talks about a lot of the terminology that the clubs use as well as typical processes you have to go through to become a member in these clubs which is highly interesting.

Strangely Arthur has never been an actual member of a biker club and he doesn't even particularly like bikes himself, yet he has major contacts within most of the major clubs in Australia including the Hells Angels and the Gypsy Jokers, commonly playing the role of mediator between the clubs and the police. A number of the stories that Arthur tells in his book may get him into hot water with some or all of the patch clubs he knows, and he acknowledges this while writing the book. In fact on numerous occasions in the past he has feared for his safety and life while being involved with the clubs, so his future may indeed become interesting after this book.

I did find his writing a little on the academic side and somewhat repetitive at times, which is why I awarded four stars instead of five, but he does have a PhD in social psychology and has spent most of his life in universities, so the writing style isn't surprising. If you are looking for a book which could be best called a study of patch clubs then you can't look past The Brotherhoods. If you are after a book full of raw and bloody accounts of biker lifestyle, then I would highly recommend "Hells Angel, The Life and Times of Sonny Barger" by one time Hells Angels president Sonny Barger. In fact, I highly recommend reading the two books one after another, just as I did.

I am happy to report I have just finished reading Arthur Veno's book 'The brotherhoods: inside the outlaw gangs of Australia'. I found it very pleasant to read and packed with excellent information, revealing a lot about the author and his depth of knowledge on the topic. I feel I have gained a lot of knowledge on a scary subject. The framework of this book is logical and easy to follow allowing greatest access to information on bikee gangs of Australia. I can only imagine the difficultly in writing such a book given the political and social context. I believe the author has a very balanced perspective increasing the overall appeal of this book. I found the writing style to be clear, presenting information in a forthright and accurate way, although on the odd occasion the message was encrypted. I don't want to over analyze this book as I only wish to convey that it was really fantastic to read. So thanks to the Author and all those involved!

PS - I have never been compelled to write a review before.