Hot Groups Seeding Them Feeding Them Andusing Them Ignite Your Organization
Hot Groups : Seeding Them, Feeding Them, and Using Them to Ignite Your Organization
Oxford University Press, 20 Mei 1999 - 320 halaman
Many corporations, in their attempt to create innovative products and services, have focused on the concept of building teams. While many groups fizzle, on rare occasions the members of a group will experience an extraordinary eruption of excitement, transcending an organization's rigid confines to achieve astonishing results. These individuals, say Jean Lipman-Blumen and Harold J. Leavitt, are lucky enough to be members of a "hot group," a phenomenon they lucidly and enthusiastically describe in their ground-breaking new book Hot Groups. A hot group is not a name for a newfangled team, task force, or committee. Rather, a hot group is defined by a distinctive state of mind coupled with a style of behavior that is intense and sharply focused on its ultimate goal. Stretching themselves beyond their own expectations, members of a hot group plunge into enterprises that have the potential to change, even ennoble, their own and others' lives. Neither trendy fabrication nor new management fad, hot groups have existed since the dawn of civilization, perhaps invigorating groups of cavemen to hunt together furiously for food before winter's approach. Today, examples of hot groups abound in territories such as Silicon Valley, where impassioned people have blazed paths through the burgeoning computer industry. Consider the hot group that created the original Macintosh and revolutionized the personal computer market. John Sculley, who joined Apple in the early 1980s, described a "magnetic field" that surrounded the Macintosh hot group members, and Bill Gates, Microsoft's mastermind, reported that a hot programming group to which he once belonged "didn't obey a 24-hour clock." Instead, they programmed for days at a time, pausing only to eat and talk about software with fellow programmers. Here also are examples of hot groups at work in other industries: the individuals that created the blockbuster TV drama "Hill Street Blues"; the Navy and civilian personnel that transformed a standard cruiser into a guided missile cruiser in less than 12 months; and even the ad hoc crisis management group advising President John F. Kennedy during the Cuban Missile crisis. Indeed, the inspiring case studies found throughout Hot Groups illustrate that well-nourished hot groups can profoundly transform any type of organization. Still, Lipman-Blumen and Leavitt recognize the risks inherent in loosening an organization's structural soil enough to accommodate these groups. Consequently, they address such issues as how to provide the kind of leadership required by a hot group, how to mesh a hot group with the regimented structure of the overall corporation, how managers can encourage new hot groups, and how best to cope with an overheated hot group. Drawing on decades of research and experience with groups and organizations throughout the world, Lipman-Blumen and Leavitt have written an intensely engaging book about a phenomenon that will become increasingly important in our rapidly changing world. Expertly carving a path through this unmapped terrain, they lucidly demonstrate how managers and executives can ignite hot group sparks in their own organizations.
Bagian yang populer
Halaman 267 - I was to learn later in life that we tend to meet any new situation by reorganizing, and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization.
Halaman 107 - Gawd that made you, You're a better man than I am, Gunga Din.
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Halaman 213 - ... this increase in wages tends to make them not only more thrifty but better men in every way; that they live rather better, begin to save money, become more sober, and work more steadily. When, on the other hand, they receive much more than a 60 per cent increase in wages, many of them will work irregularly and tend to become more or less shiftless, extravagant, and dissipated. Our experiments showed, in other words, that it does not do for most men to get rich too fast.
Halaman 143 - As often as any important business has to be done in the monastery, let the abbot call together the whole community and himself set forth the matter.
Halaman 60 - ... in its demands and appeal, effortless in its adaptation to nature, raucous, hard-nosed and glamorous as a profession, expanding with the country like fingers unfolding from a fist, image of a lost past, evergreen reminder of America's best promises, baseball fits America.
Halaman 9 - During all these deliberations, we all spoke as equals. There was no rank, and, in fact, we did not even have a chairman.
Halaman 213 - As we have before stated, the pig-iron handler is not an extraordinary man difficult to find, he is merely a man more or less of the type of the ox, heavy both mentally and physically. Second. The work which this man does tires him no more than any healthy normal laborer is tired by a proper day's work. (If this man is overtired by his work, then the task has been wrongly set and this is as far as possible from the object of scientific management.) Third. It was not due to...
Halaman 220 - The best moments usually occur when a person's body or mind is stretched to its limits in a voluntary effort to accomplish something difficult and worthwhile.
Halaman 51 - How do you think we could go backward so fast without communicating, steered by this little fellow in the stern, if we didn't know each other very well, didn't have total confidence to do our jobs and a shared commitment — almost a passion — for the same goal? It is the perfect formula for a team.
Halaman 50 - When running, we are not in complete harmony at the start. But if the run begins going well, all of us feel for others. How can I say this? When, when we wag the tail of the band. When our mind becomes one. At such a time, it's a real pleasure. When all of us become one, I understand something. All of a sudden, I realize "oh! we're one...
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