As libraries endeavor to respond quickly to changing business conditions, even those libraries with well-organized hierarchies find themselves in difficulty. Jessica Lipnack and…
Abstract
As libraries endeavor to respond quickly to changing business conditions, even those libraries with well-organized hierarchies find themselves in difficulty. Jessica Lipnack and Jeffrey Stamps in their book “Virtual Teams,” state that hierarchies “use force to defend resources, maintain social ability and control technology” (Lipnack & Stamps, 2000, p. 145), and this characteristic causes the further slowing down of new developments. As a result, public libraries are placed at a disadvantage as they struggle to meet today’s challenges and prepare for the future. Libraries are coming to realize, as many businesses already have, that hierarchies may no longer be the best model for successful operation in a rapidly changing environment.
Jeffrey Stamps and Jessica Lipnack
This chapter is about the relationship between Networked Organizations and Appreciative Inquiry. To set a context, Theory about networks is related to the expressed needs of…
Abstract
This chapter is about the relationship between Networked Organizations and Appreciative Inquiry. To set a context, Theory about networks is related to the expressed needs of Appreciative Inquiry. Stories follow, from both appreciative and network perspectives. Ideas are put to work through practice as expressed by method – consisting of principles, practices, and processes. Further, method is embedded in technology to support functioning networks. In research, we look at learning about human systems and suggest that online digital places form natural laboratories to collect, analyze, and synthesize data. Concluding with Search, we revisit the question of consciousness in human systems.
Jessica Lipnack and Jeffrey Stamps
Twenty‐first century problems require 21st century organizations. The bureaucratic‐hierarchical pattern that characterizes almost all organizations today was developed in the…
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Twenty‐first century problems require 21st century organizations. The bureaucratic‐hierarchical pattern that characterizes almost all organizations today was developed in the industrial age of 19th century. Then people had to be in the same place if they were to work together. As we move into the 21st century, the broad array of communication options permits the refiguring of our organizations in order to meet the rapidly changing demands of the business environment.
Addresses the issue of cultural diversity in the workplace. Covers the subjects of gender, multiculturalism and age‐related issues, providing a number of statistics for examples…
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Addresses the issue of cultural diversity in the workplace. Covers the subjects of gender, multiculturalism and age‐related issues, providing a number of statistics for examples. Looks at the impact of technology in areas such as intranets, e‐mail and Web marketing, customer relationship management, virtual offices, automation and virtual teams. Examines the implications of these relationships for corporate America today and in the future.
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Society is entering into an era where the future essentially will be determined by people’s ability to wisely use knowledge, a precious global resource that is the embodiment of…
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Society is entering into an era where the future essentially will be determined by people’s ability to wisely use knowledge, a precious global resource that is the embodiment of human intellectual capital and technology. As people begin to expand their understanding of knowledge as an essential asset, they are realizing that in many ways the future is limited only by imagination and the ability to leverage the human mind. As knowledge increasingly becomes the key strategic resource of the future the need to develop comprehensive understanding of knowledge processes for the creation, transfer and deployment of this unique asset are becoming critical. Educational institutions and training organizations and businesses and knowledge‐based organizations in the public sector are in need of an integrative discipline for studying, researching and learning about the knowledge assets ‐ human intellectual capital and technology. An international society of knowledge professionals is proposed which can provide the necessary focus for fostering collaboration among the best minds and organizations on study, research and learning dedicated to the underlying disciplines and their integrative evolution into the emergence of Knowledge Management as a new discipline.
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Gerald Vinten, Kenneth Whittaker, Mary Samuels and Alan Morley
THE extraordinary general meeting of January 6 1982 called upon the LA Council to commission an independent management audit into the association's finances. This was to go much…
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THE extraordinary general meeting of January 6 1982 called upon the LA Council to commission an independent management audit into the association's finances. This was to go much further than a mere accounting check. Since the LA already employs a firm of auditors, the same firm for sixty years, at a cost of £4590 in the year ended December 31 1980, many might have questioned the need for an additional audit.
The following article is reprinted from The Business World.