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The web of inclusion : a new architecture for building great organizations
The twenty-first century economy is fluid, technology-driven, based on creativity and relationships. Yet most businesses and organizations are still structured like nineteenth-century factories, forcing workers into cookie cutter roles. The model Sally Helgesen puts forth in The Web of Inclusion rep...
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| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
New York :
Currency/Doubleday,
1995.
|
| Edition: | 1st ed. |
| Subjects and Genres: | |
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| 100 | 1 | |a Helgesen, Sally, |d 1948- | |
| 245 | 1 | 4 | |a The web of inclusion : |b a new architecture for building great organizations |c Sally Helgesen |
| 250 | |a 1st ed. | ||
| 260 | |a New York : |b Currency/Doubleday, |c 1995. | ||
| 300 | |a xii, 304 p. ; |c 25 cm. | ||
| 500 | |a "A Currency book"--T.p. verso. | ||
| 504 | |a Includes bibliographical references (p. [289]-294) and index. | ||
| 505 | 0 | |a The search for new sources of order -- What it is, how it works, how it feels -- Marketing is everything: Intel Corporation -- Dealing with diversity: the Miami Herald -- Power to the front lines: Boston's Beth Israel hospital -- Making training part of the process: Anixter Inc. -- Building outside alliances: Nickelodeon -- The hearth, the hub, and the working club -- Moving outward into the metaweb. | |
| 520 | |a The twenty-first century economy is fluid, technology-driven, based on creativity and relationships. Yet most businesses and organizations are still structured like nineteenth-century factories, forcing workers into cookie cutter roles. The model Sally Helgesen puts forth in The Web of Inclusion represents a fully realized vision of the information-age organization: the web of inclusion. A web is natural, organic, not modeled on a machine. Like a spider's web, a web of inclusion is both a structure and an ever-evolving process, constantly changing to meet the demands of the business environment. Building a web of inclusion means that ideas come from all employees, not just from the top down; that what individuals do in the workplace depends on their talents, not on their titles; that a premium is placed on flexibility; that the edges of the web of inclusion connect with people outside the organization: customers, suppliers, joint-venture partners, the mass media. | ||
| 520 | 8 | |a Helgesen lays out the theory behind her provocative vision of a new style of management, then profiles five organizations that have achieved extraordinary success by adopting webs of inclusion: the hi-tech Intel in Silicon Valley; the Miami Herald, a traditional media company; Beth Israel Hospital in Boston; Nickelodeon in New York; and Anixter Inc., a cable and wire vendor based in Chicago. Each profile vividly demonstrates a different advantage of the web of inclusion. | |
| 650 | 0 | |a Corporate culture |z United States. | |
| 650 | 0 | |a Corporate culture |z United States |v Case studies. | |
| 650 | 0 | |a Organizational effectiveness |z United States. | |
| 650 | 0 | |a Organizational effectiveness |z United States |v Case studies. | |
| 650 | 0 | |a Organizational change |z United States. | |
| 650 | 0 | |a Organizational change |z United States |v Case studies. | |
| 852 | 0 | 0 | |a Historical Society of Pennsylvania |b Closed Stacks |h HD 58.7 .H43 1995 |t 1 |
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