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سازمان را بالا ببرید Book Summary preview
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چکیده

زیر عنوان این کتاب به خوبی همه چیز را خلاصه می کند: چگونه مانع سرکوب شرکت از افراد و خفه کردن سودها شویم. ایده های اینجا بی ادبانه، شوخ طبعانه و بیش از همه، مرتبط هستند. خلاقیت. پیشگیری. جسارت. اینها ویژگی هایی هستند که بیشتر متخصصان آرزو می کنند که کارکنان و همکارانشان داشته باشند. اما معمولاً، همین متخصصان هرگز دریافت نمی کنند که خود شرکت یا سازمان است که این ویژگی های مهم را خفه می کند.

Questions and answers

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The ideas in 'Up the Organization' have significant potential to be implemented in real-world scenarios to foster creativity and initiative. The book emphasizes the importance of creativity, initiative, and boldness in the workplace, and criticizes corporations that stifle these qualities. By implementing the book's ideas, companies can encourage these qualities in their employees, leading to increased innovation and productivity. However, the success of these ideas in the real world would depend on the specific context and the willingness of the organization to embrace change and challenge traditional corporate structures.

A manufacturing company can apply the innovative approaches discussed in 'Up the Organization' by fostering an environment that encourages creativity, initiative, and boldness. This can be achieved by reducing bureaucratic hurdles, promoting open communication, and rewarding innovative ideas. The company can also implement strategies to prevent the stifling of these qualities, such as providing employees with the freedom to express their ideas without fear of retribution. Additionally, the company can focus on creating a culture that values and rewards innovation and creativity, thereby boosting employee morale and increasing profits.

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سازمان را بالا ببرید خوانندگان را به انسانی کردن کسب و کار با بیرون آوردن بهترین در افرادی که با آنها کار می کنند با خارج شدن از راهشان چالش می کند.

خلاصه

"بیشتر افراد در شرکت های بزرگ امروز مدیریت می شوند، رهبری نمی شوند. آنها به عنوان پرسنل، نه انسان درمان می شوند."

تا زمانی که شرکت ها کارکنان را به جای دارایی ها به عنوان کالاهای مصرفی درمان می کنند، تفکر پیشرو و خلاقیت هرگز رخ نخواهد داد. برای اینکه کارکنان احساس کنند که هدفی دارند، به رهبری نیاز دارند که مراقبت کند. برای اینکه کارکنان احساس کنند که سهمیه های آنها قدردانی می شود، به رهبری نیاز دارند که درگیر باشد و بازخورد بدهد. چیزی که کارکنان نیاز ندارند، مدیرانی هستند که فقط پلیس و تنظیم کننده هستند.

Questions and answers

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The concept of treating employees as assets rather than commodities is about recognizing the unique value and potential of each individual in an organization. Unlike commodities, which are interchangeable, assets have distinct qualities that can be nurtured and developed for the benefit of the organization. This approach encourages progressive thinking and creativity, as employees feel valued and appreciated. They are more likely to feel a sense of purpose and contribute their best efforts when they are treated as assets. This involves leaders who are caring, involved, and provide constructive feedback, rather than simply policing and regulating.

The lessons from "Up the Organization" can be applied in today's business environment by treating employees as assets rather than commodities. This involves fostering a culture of creativity, initiative, and boldness. Leaders should show care for their employees, be involved in their work, and provide constructive feedback. This approach discourages the stifling of people and strangling of profits by promoting progressive thinking and creativity. It also discourages the practice of simply policing and regulating employees, which can be detrimental to a company's growth and profitability.

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"اگر افراد با شوق به کار می آیند. . . اگر آنها به راحتی و بدون ترس اشتباه می کنند. . . اگر آنها سرگرم هستند. . . اگر آنها در حال تمرکز بر انجام کارها به جای آماده سازی گزارشات و رفتن به جلسات هستند-پس جایی رهبران دارید."

بسیاری از اوقات، رهبران و مدیران از رها کردن تحکم، حتی برای لحظه ای، خیلی ترسیده اند. آنها به نظر می رسد فکر می کنند که کنترل کردن افراد همان کنترل کردن کسب و کار است، اما این کاملاً درست نیست. فقط زمانی که یک مدیر می تواند فضایی از خلاقیت بدون قضاوت ایجاد کند، کارکنان انگیزه در کار خود پیدا می کنند. کارکنان می خواهند کار کنند و می خواهند سهمیه داشته باشند. آنها نمی خواهند مدیرشان دستشان را بگیرد یا از پشت سرشان ایستاده باشد. گاهی اوقات بهترین کاری که یک رهبر می تواند انجام دهد این است که فقط از راه برود.

Questions and answers

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A startup can use the key topics or framework covered in "Up the Organization" to grow by fostering an environment that encourages creativity, initiative, and boldness. This can be achieved by letting go of the reins and allowing employees to contribute without feeling overly controlled or judged. This approach can lead to increased enthusiasm and productivity among employees, ultimately contributing to the growth of the startup.

The theories presented in "Up the Organization" challenge the traditional corporate management practices by advocating for a more hands-off approach. The book suggests that managers often stifle creativity and initiative by trying to control their employees too closely. Instead, it proposes that managers should create an environment where employees feel free to express their ideas without fear of judgment. This approach challenges the existing paradigm of top-down management and promotes a culture of innovation and enthusiasm among employees.

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"مدیران باید این انضباط را داشته باشند که گل ها را برای دیدن اینکه ریشه های آنها سالم هستند یا نه، بکشند."

اگر یک کارمند کار خود را به خوبی انجام می دهد، چرا باید حفر کنید؟ برخی از مدیران احساس می کنند که باید دستشان در همه چیز باشد، حتی زمانی که همه چیز خوب پیش می رود. در نهایت، رفتارها و نتایج یک کارمند همه چیزی است که واقعاً مهم است. چرا کسی کاری را انجام می دهد، چه فکر می کند وقتی آن کار را انجام می دهد و سایر عوامل زیربنایی فقط زمانی مهم هستند که نتایج وجود دارند.

Questions and answers

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In 'Up the Organization', the concept of employee performance is centered around the idea that results are what truly matter. It suggests that managers should not overly concern themselves with the underlying factors of an employee's actions, such as their thought processes or motivations, as long as the results are satisfactory. The book advocates for a hands-off approach where managers do not interfere unnecessarily in an employee's work, especially when they are performing well. This approach encourages creativity, initiative, and boldness in employees, which can lead to increased productivity and profitability for the organization.

The ideas from "Up the Organization" can be implemented in real-world scenarios by encouraging creativity, initiative, and boldness in the workplace. Managers should focus on the results produced by their employees rather than micromanaging their every move. This can lead to a more productive and profitable organization.

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اگر خراب نیست، سعی نکنید آن را تعمیر کنید.

مدیریت بالا باید درختی پر از جغدها باشد-هووت کردن زمانی که مدیریت به بخش اشتباه جنگل می رود. من هنوز متقاعد نشده ام که آنها حتی می دانند کجا جنگل است."

رهبران واقعی باید درگیر باشند و باید درک کنند که کارمندانشان روز به روز با چه مسائلی روبرو هستند. متاسفانه، هر چه سطح مدیریت یا رهبری بالاتر می رود، رهبران به نظر می رسد بیشتر از تماس با واقعیت دور می شوند.اگر کارمندان ارتباطی با رهبران ارشد و دیدگاه آنها نداشته باشند، چگونه می توان انتظار داشت که آنها با دیدگاه شرکت ارتباط برقرار کنند؟

Questions and answers

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The lessons from "Up the Organization" can be applied in today's business environment by encouraging leaders to be more involved and understand what their employees deal with on a daily basis. This can be achieved by promoting open communication, fostering a culture of trust and respect, and providing opportunities for employees to share their ideas and feedback. Leaders should also demonstrate their commitment to the company's vision and values, and ensure that these are clearly communicated and understood by all employees. This will help to enhance the connection between leaders and employees, and ultimately lead to a more engaged and motivated workforce.

Up the Organization" emphasizes the importance of leaders being involved and understanding their employees' daily experiences. The book suggests that disconnected leaders can lead to a disengaged workforce, as employees may struggle to connect with the company's vision if they don't feel a connection with senior leaders. This implies that effective leadership and employee engagement are closely linked, with the former being a key driver of the latter. Leaders should therefore strive to be more involved and in touch with their employees, as this can foster a stronger connection with the company's vision and ultimately boost engagement and productivity.

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