Organization Space

Bridging the gap between architecture and infrastructure, Easterling views architecture as part of an ecology of interrelationships and linkages, and she treats the expression of organizational character as part of the architectural endeavor. The dominant architectures in our culture of development consist of generic protocols for building offices, airports, houses, and highways. For Keller Easterling these organizational formats are not merely the context of design efforts—they are the design. Bridging the gap between architecture and infrastructure, Easterling views architecture as part of an ecology of interrelationships and linkages, and she treats the expression of organizational character as part of the architectural endeavor. Easterling also makes the case that these organizational formats are improvisational and responsive to circumstantial change, to mistakes, anomalies, and seemingly illogical market forces. By treating these irregularities opportunistically, she offers architects working within the customary development protocols new sites for making and altering space. By showing the reciprocal relations between systems of thinking and modes of designing, Easterling establishes unexpected congruencies between natural and built environments, virtual and physical systems, highway and communication networks, and corporate and spatial organizations. She frames her unconventional notion of site not in terms of singular entities, but in terms of relationships between multiple sites that are both individually and collectively adjustable.

The term Facilities Management has become global but fraught with confusion as to what the term signifies. For some, notably in the USA, Facilities Management remains a discipline of human ecology. Elsewhere the term has become conflated with an alternative meaning: providing or outsourcing the provision of various services essential to the operation of particular buildings. This volume redresses that imbalance to remind Facilities Management of its roots, presenting evidence of Facilities Management success stories that engage the wider objectives of the organizations they serve, and engaging students, scholars and critical practitioners of general management with an appreciation of the power and influence of physical space and its place in the theory and practice of organizations. This book includes management perspectives from outside the field to ensure that the issues raised are seen in an organizational and management context, informing debate within the Facilities Management fraternity. It draws on human ecology and the perspective of the firm as, itself, an intra-organizational ecology of social constructs. The ecology of a firm is not restricted to the firm’s boundaries. It extends to wider relationships between the firm and its stakeholders including, in an age of outsourced building services, the Facilities Management supply chain. This volume offers arguments and evidence that managing such constructs is a key role for Facilities Management and an important participant in the provision of truly usable spaces.

"Employee-organization relationship" is an overarching term that describes the relationship between the employee and the organization. It encompasses psychological contracts, perceived organizational support, and the employment relationship. Remarkable progress has been made in the last 30 years in the study of EOR. This volume, by a stellar list of international contributors, offers perspectives on EOR that will be of interest to scholars, practitioners and graduate students in IO psychology, business and human resource management.

Lack of Agility is the kiss of death. Position your company to succeed in world of change. To edge out the competition in today’s disruptive environment, you need to ensure that your company is agile—that it can respond to change instantly and effectively. Because fast and furious change is the only thing you can count on in business today. Network expert Michael Arena helped enable GM’s legendary turnaround. In these pages, he explains how you can transform your own company through the concept of adaptive space. Based on hundreds of interviews and the author’s own groundbreaking study of dozens of organizations spanning a variety of industries, Adaptive Space shows how to position your company for today—and for the future—by enabling creativity, innovation, and novel ideas to flow freely among teams, across departments, and throughout the company. Using GM as the main case study—along with the stories of other highly adaptive organizations, like Apple, Amazon, Disney, and Gore—Arena provides a model you can follow to reinvent your company. It’s about inspiring employees to explore new ideas, empowering the most creative people and teams to spread their ideas across the organization, and operationalizing the entrepreneurial spirit so adaptability is set in stone. Hesitation is a killer in today’s business landscape. With Adaptive Space, you have everything you need to confront disruption with smart, confident actions and seize the valuable opportunities that come with change.

A pedagogical approach to the principles and architecture of knowledge management in organizations This textbook is based on a graduate course taught at Stevens Institute of Technology. It focuses on the design and management of today's complex K organizations. A K organization is any company that generates and applies knowledge. The text takes existing ideas from organizational design and knowledge management to enhance and elevate each through harmonization with concepts from other disciplines. The authors—noted experts in the field—concentrate on both micro- and macro design and their interrelationships at individual, group, work, and organizational levels. A key feature of the textbook is an incisive discussion of the cultural, practice, and social aspects of knowledge management. The text explores the processes, tools, and infrastructures by which an organization can continuously improve, maintain, and exploit all elements of its knowledge base that are most relevant to achieve its strategic goals. The book seamlessly intertwines the disciplines of organizational design and knowledge management and offers extensive discussions, illustrative examples, student exercises, and visualizations. The following major topics are addressed: Knowledge management, intellectual capital, and knowledge systems Organizational design, behavior, and architecture Organizational strategy, change, and development Leadership and innovation Organizational culture and learning Social networking, communications, and collaboration Strategic human resources; e.g., hiring K workers and performance reviews Knowledge science, thinking, and creativity Philosophy of knowledge and information Information, knowledge, social, strategy, and contract continuums Information management and intelligent systems; e.g., business intelligence, big data, and cognitive systems Designing Knowledge Organizations takes an interdisciplinary and original approach to assess and synthesize the disciplines of knowledge management and organizational design, drawing upon conceptual underpinnings and practical experiences in these and related areas.

The importance of effective facility management in enabling organizations to function efficiently is widely recognized. The fourth edition of Total Facility Management offers a comprehensive treatment of what facility management means to owners, operators, tenants, facility managers and professional advisors, as well as containing advice on how facilities can be better managed from a number of perspectives. It consolidates current best practice, defines and develops emergent areas and offers a pathway for the future development of facility management. The facility management body of knowledge now benefits from the publication of several national and international standards, none of which were available when earlier editions of the book were published. The opportunity has been taken to modify the structure and content of this new edition to align it with these standards to provide readers and their organizations with a comprehensive treatment of the subject. Greater emphasis has been given to facility planning, especially the briefing stage in the design of a new or refurbished facility; design for operability; stakeholder management; outsourcing; procurement; transition; performance management; environmental management; sustainability; maintenance management; information management and building information modelling (BIM). Throughout the book, the links between facility management practice and the organisation’s business objectives are emphasised. Readers worldwide will find this fourth edition a valuable and thought-provoking blend of the principles and practice of facility management.

Improving Performance is recognized as the book that launched the Process Improvement revolution. It was the first such approach to bridge the gap between organization strategy and the individual. Now, in this revised and expanded new edition, Gary Rummler reflects on the key needs of organizations faced with today's challenge of managing change in today's complex world. The book shows how to apply the three levels of performance and link performance to strategy, move from annual programs to sustained performance improvement, redesign processes, overcome the seven deadly sins of performance improvement and much more.

This book examines the role and utilization of workplace 'space': how it is organized; how it can reflect organisational values; how it can affect employee identities; and the many ways in which the physical environment can influence and affect organisational goals, especially in areas such as commitment, creativity and innovation.