The Social Organization

Developing Employee Connections and Relationships for Improved Business Performance
1. Auflage 2017
ISBN: 978-0-7494-8011-0
Verlag: Kogan Page

Buch, Englisch, 344 Seiten, Format (B × H): 156 mm x 234 mm, Gewicht: 524 g

Full of practical advice for HR and other business professionals, The Social Organization is a clear guide to addressing the urgent need for companies to shift their focus from developing individuals to enabling networks and relationships between employees. Case studies from leading companies such as Whole Foods, P&G, The Cleveland Clinic, Spotify and Cisco illustrate how relationship-based strategies can be implemented successfully to increase organizational performance.

Following a foreword by Dave Ulrich, Part One of The Social Organization explores the context of social capital and analyses how and why HR and others responsible for talent management need to foster and develop social capabilities. Part Two provides practical guidance for developing higher quality connections and social capital by improving the alignment and effectiveness of organizational architectures, including through workplace design. Part Three outlines how HR and related professionals can identify and implement appropriate changes throughout the whole employee life cycle: this includes initial recruitment and job design, social learning, performance management, employee retention, talent management, organization development and the role of social media and other technology as well as social analytics. The Social Organization is an essential book for all professionals needing to develop the social capital of their organizations for improved performance.

Autoren/Hrsg.

Ingham, Jon

Weitere Mitwirkende

Ulrich, Dave

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Personalwesen, Human Resource Management

Inhaltsverzeichnis

Section - 00: Introduction; Section - PART ONE: Strategic management of people, organization and relationships; Section - 01: Locating the value in people management; Section - 02: Adding and creating more value; Section - 03: Linking activities with human and organizational outcomes; Section - 04: Competing and cooperating through social relationships; Section - 05: Developing social capital in your business; Section - PART TWO: Creating a social architecture; Section - 06: Organizing people to do work; Section - 07: Selecting an organization structure - traditional opportunities; Section - 08: Selecting an organization structure - new opportunities; Section - 09: Enabling the organization; Section - 10: Designing the workplace; Section - PART THREE: Tending an organizational society; Section - 11: Recruiting, managing and developing people; Section - 12: Facilitating dyads, triads, groups and organization effectiveness; Section - 13: Using social technologies and analytics;

Über Autor(innen)

Ulrich, Dave
David Ulrich is the Rensis Likert Professor of Business at the University of Michigan. He is also the co-founder of The RBL Group. In addition, Ulrich is an author, speaker, management coach and management consultant.

Ingham, Jon
Jon Ingham is a consultant, researcher, writer and speaker on strategic people management with a particular focus on social capital. He works with HR departments to increase the impact they have in their businesses and helps business leaders and HR teams develop their own strategic capabilities. He is a well-known HR blogger and has been recognised as a top global influencer in talent management.

Jon Ingham is a consultant, trainer, writer and speaker on strategic people and organizational management with a particular focus on social relationships. Based in the UK but operating globally, he works with HR, IT and Property departments to increase the impact they have in their businesses and helps business leaders and HR teams develop their own strategic capabilities. He is a well-known HR blogger and has been recognised as a top global influencer in talent management.