JODY HOFFER GITTELL PDF

Airline employees are fed up, too-with pay cuts, increased workloads and management's miserly ways, which leave workers to explain to often-enraged passengers why flying has become such a miserable experience. When both an industry's workers and its customers report high and rising frustration with the way they are being treated, something is fundamentally wrong. In response to these conditions, many of the world's airlines have made ever-deeper cuts in services and their workforces. Is it too much to expect airlines, or any other enterprise, to provide a fair return to investors, high-quality reliable service to their customers, and good jobs for their employees?

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She founded the Relational Coordination Research Collaborative, bringing scholars and practitioners together to help organizations build relational coordination for high performance. She serves as co-founder and Chief Scientific Officer of a university spinoff called Relational Coordination Analytics offering relationship measurement and intervention support to organizations seeking to improve quality, efficiency, well-being and other performance outcomes.

Gittell has developed a theory of relational coordination, proposing that highly interdependent work is most effectively coordinated by frontline workers with each other, their customers and their leaders, through relationships of shared goals, shared knowledge and mutual respect, supported by frequent, timely, accurate, problem-solving communication.

The theory has two central propositions: 1 relational coordination drives performance outcomes along with client and worker well-being, especially under conditions of interdependence, uncertainty and time constraints; and 2 organizational structures support or undermine relational coordination and its associated performance outcomes, depending on their design.

She and her husband Ross are enjoying their empty nest in Portsmouth, NH while following with pride the adventures of their daughters Rose and Grace. Kerry Roberts Gibson Deb Glancy. Jody Hoffer Gittell. Related Publications Books Gittell, J. Godwyn, M. Sociology of Organizations: Structures and Relationships. Thousand Oaks: Sage Publications.

Gittell, J. New York: McGraw-Hill. Articles Gittell, J. Douglass, A. Havens, D. Bond, B. Carmeli, A. Kautz, C. Weinberg, D. Pfefferle, S. Chapters Gittell, J. Palgrave Macmillan. Resnick, J. Avgar and T. Vogus eds. Labor and Employment Relations Association Press. Plews-Ogan, G. London: Radcliffe Publishing. Flood, Y. Suchman, A. Cameron and G. Oxford University Press. Blogs, etc. Boguslaw, J. Suggested Reading.

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Jody Hoffer Gittell

Whether from customers, supply-chain partners, policymakers, or regulators, organizations in virtually every industry are facing calls to do more with less. They are feeling compelled to provide higher-quality outcomes, more rapidly, at a lower cost. This book offers a road-tested approach for delivering these outcomes through positive organizational change. Its message comes just in time, for too many companies have gone the way of low-road strategies, such as cutting pay and perks, and working harder not smarter. Drawing on her path-breaking research, Jody Hoffer Gittell reveals that high performance is fundamentally relational—rooted in both human and social capital. Based on this insight, she provides a unique model that will help companies to build meaningful relationships among colleagues, develop smarter work processes, and design organizational structures fit for today's pressure test. By following four organizations on their change journeys, she illustrates how "relational coordination" unfolds in real-world settings.

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She founded the Relational Coordination Research Collaborative, bringing scholars and practitioners together to help organizations build relational coordination for high performance. She serves as co-founder and Chief Scientific Officer of a university spinoff called Relational Coordination Analytics offering relationship measurement and intervention support to organizations seeking to improve quality, efficiency, well-being and other performance outcomes. Gittell has developed a theory of relational coordination, proposing that highly interdependent work is most effectively coordinated by frontline workers with each other, their customers and their leaders, through relationships of shared goals, shared knowledge and mutual respect, supported by frequent, timely, accurate, problem-solving communication. The theory has two central propositions: 1 relational coordination drives performance outcomes along with client and worker well-being, especially under conditions of interdependence, uncertainty and time constraints; and 2 organizational structures support or undermine relational coordination and its associated performance outcomes, depending on their design.

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