- Hardcover: 176 pages
- Publisher: Financial Times/ Prentice Hall; 1 edition (23 April 2001)
- Language English
- ISBN-10: 0273654195
- ISBN-13: 978-0273654193
- Product Dimensions: 23.6 x 15.7 x 1.8 cm
- Average Customer Review: 5.0 out of 5 stars See all reviews (4 customer reviews)
- Amazon Bestsellers Rank: 1,879,385 in Books (See Top 100 in Books)
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Product Description
Review
"What a fountain of information for both established as well as new organizations. It's a refreshing perspective on cutting through the mess. It will serve all of us who are wracked by never ending organizational problems."
Jaye Muller, the founder and former Chair of JFAX Corporation
"In "Gaming The System" Jim Rieley artfully minimizes the divide between business skills and common sense management practices.
He shows depth and a belief in people and their needs in today's business arena that will strike a chord in every organizational development leader's heart. Gaming the System should help readers to take greater responsiblity for growing organizational effectiveness through communication, a focus on core capabilities, and shared vision."
Marcia Bradley, Chief People Officer, Ericsson Wireless Communications, San Diego
Jaye Muller, the founder and former Chair of JFAX Corporation
"In "Gaming The System" Jim Rieley artfully minimizes the divide between business skills and common sense management practices.
He shows depth and a belief in people and their needs in today's business arena that will strike a chord in every organizational development leader's heart. Gaming the System should help readers to take greater responsiblity for growing organizational effectiveness through communication, a focus on core capabilities, and shared vision."
Marcia Bradley, Chief People Officer, Ericsson Wireless Communications, San Diego
Product Description
"We spend too much time firefighting and fighting among oursleves" ..... "our management meetings are taking too much time, they're just not productive anymore" ....."it was a good idea, but it lacks direction. It has no day to day manager sitting abover it" ...... "these measures have come at the expense of innovation."
Sound familiar? These are all real statements from real employees in businesses where the organisation itself, and the priorities that it sets, have become the end and not the means. Places where people do what gets counted, and lose sight of what counts.
Optimistic sales projections, creative accounting, fear of risk taking, uneccessary meetings, e-mail "cc" culture, resistance to change, empire building....all symptoms of people playing the organisational game. It comes to every organisation, and it drains resources and squanders opportunities.
Are your people doing what needs doing? or doing what gets measured once a month? How many people in your business can't get to the bigger competitive challenges beacause they're busy "firefighting"?
This book will explore why and how people play the political game, respond to internal dynamics rather than market movements and work to company deadlines rather than market trends. It will show you how to understand and identify the symptoms of playing the system, mitigate its effects and then act to tackle its causes.
It's time to stop playing the organisation game and start playing the competitive game.
In a world in which organisations are facing an ongoing struggle to improve their outcomes, it has become increasingly clear that by simply 'cranking up' the productivity targets, their organisational gains are rarely sustainable. Of all the issues facing organisations that are inhibiting this ability, it is the organisational population's ability to 'game the system' that limits the success of initiatives.
In order to be able to deal effectively with this issues, managers at all levels need to understand the dynamics at play in an organisation that create the ability to 'game the system,' as well as ways in which to mitigate its effects.
Gaming the system occurs on many levels in an organisation, and in many forms. Gaming the System identifies how structures in organisations (both explicit and implicit policies and procedures, stated goals, and mental models) drive behaviours that are detrimental to long-term organisational success. Through the utilisation of case examples, the book shows how to identify these behaviours and develop ways in which to counteract their negative effects that will minimise the long-term personal and organisational potential. The book highlights three core-competencies that can mitigate the negative impacts of organisational gaming the system.
Sound familiar? These are all real statements from real employees in businesses where the organisation itself, and the priorities that it sets, have become the end and not the means. Places where people do what gets counted, and lose sight of what counts.
Optimistic sales projections, creative accounting, fear of risk taking, uneccessary meetings, e-mail "cc" culture, resistance to change, empire building....all symptoms of people playing the organisational game. It comes to every organisation, and it drains resources and squanders opportunities.
Are your people doing what needs doing? or doing what gets measured once a month? How many people in your business can't get to the bigger competitive challenges beacause they're busy "firefighting"?
This book will explore why and how people play the political game, respond to internal dynamics rather than market movements and work to company deadlines rather than market trends. It will show you how to understand and identify the symptoms of playing the system, mitigate its effects and then act to tackle its causes.
It's time to stop playing the organisation game and start playing the competitive game.
In a world in which organisations are facing an ongoing struggle to improve their outcomes, it has become increasingly clear that by simply 'cranking up' the productivity targets, their organisational gains are rarely sustainable. Of all the issues facing organisations that are inhibiting this ability, it is the organisational population's ability to 'game the system' that limits the success of initiatives.
In order to be able to deal effectively with this issues, managers at all levels need to understand the dynamics at play in an organisation that create the ability to 'game the system,' as well as ways in which to mitigate its effects.
Gaming the system occurs on many levels in an organisation, and in many forms. Gaming the System identifies how structures in organisations (both explicit and implicit policies and procedures, stated goals, and mental models) drive behaviours that are detrimental to long-term organisational success. Through the utilisation of case examples, the book shows how to identify these behaviours and develop ways in which to counteract their negative effects that will minimise the long-term personal and organisational potential. The book highlights three core-competencies that can mitigate the negative impacts of organisational gaming the system.
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Most Helpful Customer Reviews
0 of 1 people found the following review helpful:
5.0 out of 5 stars
Minimizes the divide between bus. skills and common sense,
By A Customer
This review is from: Gaming the System: How to Stop Playing the Organisational Game and Start Playing the Competitive Game (Hardcover)
In Gaming the System, Jim Rieley artfully minimizes the divide between business skills and common sense management practices. He shows depth and a belief in people and thier needs in today's business arean that will strike a chord in every organizational development leader's heart. Gaming the System should help readers to take greater responsibility for growing organizational effectiveness through communication, a focus on core capabilities, and shared vision.
0 of 1 people found the following review helpful:
5.0 out of 5 stars
This book cuts through all the organizational mess,
By A Customer
This review is from: Gaming the System: How to Stop Playing the Organisational Game and Start Playing the Competitive Game (Hardcover)
What a fountain of information for both established as well as new organizations. It is a refreshing perspective on cutting through the mess. It will serve all of us who are wracked by never-ending organizational problems.
0 of 1 people found the following review helpful:
5.0 out of 5 stars
Rieley's examples are real and show what to do about them.,
By A Customer
This review is from: Gaming the System: How to Stop Playing the Organisational Game and Start Playing the Competitive Game (Hardcover)
In Gaming the System, James Rieley has used a set of stories to illustrate very effectively the mistakes companies make in trying to make and enable change, and improve their results. Rieley's examples are real, feel real, and therefore, demonstrate how employees react and what senior executives need to do differently in specific problem situations. His summary, with a focus on using vision, understanding, and thinking systemically, is 'spot on' in suggesting solutions for dealing with the issues raised in the book. We used these concepts very successfully in the transformation efforts at the Royal Dutch Shell Group of companies.
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