The Hidden Power of Social Networks
Understanding How Work Really Gets Done in Organizations
Will be published approx. on 2. June 2004
Book
Hardback
240 pages
978-1-59139-270-5 (ISBN)
Description
A powerful, visual framework helps managers discover how employees really communicate and collaborate to get work done - and helps them identify ways they can influence these social networks to improve performance and innovation. In The Hidden Power of Social Networks, Cross and Parker, experts in "social network analysis"--a technique that visually maps relationships between people in large, distributed groups - apply this powerful tool to management for the first time. Based on their in-depth study of sixty informal employee networks in well-known companies around the world, Cross and Parker show managers how to conduct a social network analysis of their organization.
More details
Language
English
Place of publication
United States
Target group
Professional and scholarly
Product notice
Cloth over boards
Illustrations
Illustrations
Dimensions
Height: 245 mm
Width: 155 mm
Thickness: 23 mm
Weight
518 gr
ISBN-13
978-1-59139-270-5 (9781591392705)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Robert L. Cross | Andrew Parker
The Hidden Power of Social Networks
Understanding How Work Really Gets Done in Organizations
E-Book
06/2004
1st Edition
Harvard Business Review Press
€43.99
Available for download
Persons
Rob Cross is an assistant professor at the University of Virginia's McIntire School of Commerce in Charlottesville. Andrew Parker is a Research Consultant with the IBM Knowledge and Organizational Forum in Cambridge.
Content
Preface Part 1 How Work Really Gets Done in Organizations Chapter 1 The Hidden Power of Social Networks Chapter 2 Across the Great Divide: Finding and Fixing Critical Disconnects in Organizations Chapter 3 Knowing What We Know: Developing a Sense and Respond Organizational Capability Chapter 4 Charged Up: Creating Energy in Organizations Part 2 How Managers Manage Social Networks Chapter 5 Pinpointing the Problem: Improving Networks through Individuals Chapter 6 Building Bridges: Initiating, Developing and Maintaining Networks Chapter 7 Breaking the Mold:Aligning Organizational Context To Sustain Appropriate Network Patterns Chapter 8 Uncharted Territory: The Future and Challenges of Networks in Organizations Appendix A Conducting and Interpreting Social Network Analysis Appendix B Tools for Promoting Network Connectivity Notes Bibliography About the Authors Index