Get answers to the recurring questions that dog an organization's development.
Despite the huge volume of research on organizational design, ranging from the work of management gurus and journalists to that of sociologists and behavioural scientists, most organizations remain profoundly unhealthy. In this fully updated 2nd edition of The Healthy Organization, Brian Dive reveals that the unhealthy features of both large and small organizations all stem from the same source, namely the lack of true decision-making accountability (DMA), and he introduces a totally new approach to leadership development.
Based on the author's experience at Unilever and Tesco, and more recently at Amersham, B&Q and Marks & Spencer, and covering research in over 50 countries, The Healthy Organization answers the recurring questions that dog an organization's development: How many people should there be in this organization? How many layers of hierarchy are necessary? What are the most effective professional development steps for employees? What career paths should individuals follow to reach fulfilment?
By following the steps outlined in the book, Brian Dive reveals that healthy organizational management will lead to greater competitiveness, spark innovation and increase employee empowerment and commitment.
Relevant to both the private and the public sectors.
New, original and previously unpublished work in the area of leadership development.
This book is an excellent, pragmatic framework for organizational development.
Very readable, coherent and articulate.
The Times Higher Education Supplement
Rarely does a management book encompass such well researched and tested new ideas coupled with sound advice for management.
Brian Dive is an independent consultant on issues relating to organization design and effectiveness and the human resource practices needed to build a healthy organization. He has led HR and change assignments in 70 different countries. In 1993, his work at Unilever culminated in his proposal to radically change the approach to organizational design, reward management, management development and career planning. At the beginning of 1995 he was appointed to lead a global project aimed at changing the way work was organized and how 20,000 managers were evaluated and paid across 100 countries. Brian is currently Director of DMA International, which specializes in building healthy organizations.