Kirjahaku

As organisations of all sizes become increasingly digitalised, a core management challenge remains unresolved. The ability to successfully and sustainably connect the stated vision of an organisation with its strategic plans and, in turn, with the reported reality of day-to-day operations, is largely an elusive ambition, despite the many stated advantages provided by contemporary technologies. In this book, the case is made for visual management as a method of communications, planning, learning and reporting that connects the organisation in a single, meaningful and seamless way. Throughout this book, visual management is theorised around the position that all forms of management documentation are an artefact of human construction and of the organisation itself that reflect learned patterns of activity. The book places visual management as a more intuitive and seamless method of coordinating, learning and communicating across an organisation than more traditional formats of presenting management documents. Consciously assembling the artefacts of an organisation in order to manage it introduces a layer of criticality that encourages reflection and consistency that is often absent from current management practice. The benefits that a visual approach brings to organisational management are an increasing necessity, as machine learning, robotics and process automation remove traditional roles from organisations and necessitate new views on how individuals now fit into a data-informed business. The book contributes to the academic debate regarding resource-based and knowledge-based views of the organisation by advocating a different, more holistic viewpoint and will thus appeal to academics and researchers in this area. It would also benefit students across business disciplines, whilst the practical models and tools offered will benefit directors and managers looking to implement their own visual organisational language.

As organisations of all sizes become increasingly digitalised, a core management challenge remains unresolved. The ability to successfully and sustainably connect the stated vision of an organisation with its strategic plans and, in turn, with the reported reality of day-to-day operations, is largely an elusive ambition, despite the many stated advantages provided by contemporary technologies. In this book, the case is made for visual management as a method of communications, planning, learning and reporting that connects the organisation in a single, meaningful and seamless way. Throughout this book, visual management is theorised around the position that all forms of management documentation are an artefact of human construction and of the organisation itself that reflect learned patterns of activity. The book places visual management as a more intuitive and seamless method of coordinating, learning and communicating across an organisation than more traditional formats of presenting management documents. Consciously assembling the artefacts of an organisation in order to manage it introduces a layer of criticality that encourages reflection and consistency that is often absent from current management practice. The benefits that a visual approach brings to organisational management are an increasing necessity, as machine learning, robotics and process automation remove traditional roles from organisations and necessitate new views on how individuals now fit into a data-informed business. The book contributes to the academic debate regarding resource-based and knowledge-based views of the organisation by advocating a different, more holistic viewpoint and will thus appeal to academics and researchers in this area. It would also benefit students across business disciplines, whilst the practical models and tools offered will benefit directors and managers looking to implement their own visual organisational language.

In this fascinating study Gordon Fletcher explores the relationship between the life and work of one of Britain's most distinguished economists, Sir Dennis Holme Robertson (1890-1963). Drawing on a wealth of previously unpublished material, novel forms of evidence - both biographical and literary, together with a fresh reading of Robertson's principal books and essays, Fletcher argues that Robertsonian economics is indelibly stamped with the impression of Robertson the man and that by better understanding the man we shall better understand his economics. He shows that this is particularly the case with respect to the way in which Robertson's thought developed and to its particular characteristics, which have often been described by commentators but never explained. Most interestingly, he accounts for Robertson's breach with his Cambridge colleague J.M. Keynes. With these insights we glimpse the hidden human face of what is all too often regarded as the bloodless discipline, the dismal science.