| 000 | nam a22 4500 | ||
|---|---|---|---|
| 999 |
_c93887 _d93887 |
||
| 008 | 180707b ||||| |||| 00| 0 eng d | ||
| 100 | _aGULATI, RANJAY | ||
| 245 | _aSTRUCTURE THAT’S NOT STIFLING. | ||
| 260 |
_a _b _c |
||
| 300 | _a68-79 p. | ||
| 520 | _aMost leaders view employee freedoms and operational controls as antagonists in a tug-of-war. They tend to focus on regulating workers’ behavior, often putting a damper on commitment, innovation, and performance without realizing it. But freedom and control aren’t zero-sum, argues the author. By giving people a clear sense of their organization’s purpose, priorities, and principles—that is, by providing freedom within a galvanizing framework—leaders can equip employees to make on-the-ground decisions that are in the company’s best interests. Gulati uses businesses as diverse as Netflix, Alaska Airlines, and Warby Parker to show how freedom can function in different settings. A coherent framework helps employees develop a deeper understanding of the business, which can lead to improved engagement, creativity, efficiency, and customer service. | ||
| 650 | _aOrganizational structure | ||
| 650 | _aLeaders | ||
| 650 | _aOrganizational aims & objectives | ||
| 650 | _aAutonomy (Psychology) | ||
| 773 | 0 |
_039795 _dNew Delhi Living Media India Ltd. _oS88027 _tHarvard Business Review; 96(3) May-June 2018 _x0017-8012 |
|
| 856 | _uhttp://192.168.6.75/libsuite/mm_files/Articles/AR16724.pdf | ||
| 942 |
_2ddc _c8 |
||