DMA Consultancy Limited

The Healthy Organization - Contents

1. The healthy organization
  • What is meant by organization?
  • What is a healthy organization?
  • What is a flat organization?
  • Why are organizations unhealthy?
  • Accountability is the key
  • Decision-making accountability
  • How flat is too flat?
  • The formula for a healthy organization [work levels minus 1]
  • Shortcomings of re-engineering
  • The causes of unhealthy organizations
  • Can an organization be too flat?
  • Too flat or too tall - the same consequences
  • Outline of the book
  • The vision of a Healthy Organization
2 the empirical evidence
  • The drivers of business success
  • Early developments
  • Implementation at Unilever and Tesco
  • Field 'stress tests'
  • The diversity of the evidence
  • Conclusion
3. decision-making accountability Solution Set
  • Link to business strategy
  • Decision-making accountability
  • The DMA Solution Set - a blueprint for leadership and development of people
  • Understanding the DMA Solution Set
  • The elements of DMA
  • Line and support jobs
  • Work levels and processes
  • The DMA Solution Set and your organization
  • Summary Review
4. How to develop a healthy organization
  • Flexible Solution Set
  • Pilot probes at Unilever and tesco
  • Operational accountability (work levels 1-3)
  • Strategic Accountability (work levels 4-6)
  • Accountability for governance (work levels 7 and 8)
5. How to stimulate genuine empowerment and innovation
  • The empowerment illness
  • Span of control
  • What is the cure?
  • What then is empowerment?
  • Innovation and organizational schizophrenia
  • Levels of Scientific work
  • Conclusion
6. Broadbanding: fool's gold
  • Why broadband
  • Broadbanding of what?
  • Shortcomings of broadbanding money
  • Critique of reasons for broadbanding
  • The inadequacies of the broadbanding of money
  • Broadbanding of responsibility
  • Summary
7.The salmon fallacy
  • The Salmon Fallacy
  • Sub-optimal talent development
  • Leadership development
  • The DMA Leadership Solution Set
  • DMA and leadership development
  • Linking DMA and competencies
  • Development Rubicons and coaching
  • The Leadership log
  • The glue
  • Summary
8. Tracking the salmon
  • Identifying talent
  • Tracking
  • Evidence for career tracks
  • Other critical determinants of tracking
  • DMA and the level playing field
  • Developmental experiences
  • Angling for healthy salmon
  • Summary
9. Mobilizing change
  • Resistance to change
  • Commitment at the top
  • The HR function
  • Consultation with line management
  • The communication Solution Set
  • Types of organizational change
  • Communication materials
  • Training
  • Lessons learnt
  • Evaluation
  • Summary
10. The future.com
  • The challenge of tomorrow
  • The growth imperative
  • Accountability for growth
  • The impact of the Internet
  • Between a rock and a hard place
  • A jobless world
  • The organization of projects
  • Projects and the DMA Solution Set
  • The role of technology
  • Capitalism's lack of accountability
  • Time in accountability level - a new approach
  • DMA the individual and social capital
  • In Summary

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