Contents:

Acknowledgements

Foreword

Chapter 1: Organizational health • Objectives • The human being analogy • Analogy limitations • Describing organizational health • The importance of organizational health • Preventive health care • Different systems, different health approaches • Indicators of health and ill health • Assessing organizational health • Exercise • Key messages • References

Chapter 2: Organizational structures • Objectives • The business model • The organization chart • The organizational network • The friendship and social network • Insight into all four structures • Symptoms of unhealthy structural functioning • Exercise • Key messages • References

Chapter 3: Systems and processes • Objectives • Four types of system • Systems interactions • Processes • The human factor • System and process health • Exercise • Key messages • References

Chapter 4: Control • Objectives • Formal control • Informal control • Leadership control • Exercise • Key messages • References

Chapter 5: Developing well-being • Objectives • Developing individual well-being • Exercise • Key messages • References

Chapter 6: Healthy technologies • Objectives • Increasing growth of crowdsourcing • Differing intergenerational use of technology • Changing organizational ‘ownership’ of technology • Designing different organizations in response to the possibilities new technologies offer • Responding to the changing relationship between employees and employer in response to the possibilities new technologies offer • Ensuring adequate and appropriate privacy, security and trust in the use of new technologies • Exercise • Key messages • References

Chapter 7: Healthy space • Objectives • Functional and fit for purpose • Feeling good • Expressive • Exercise • Key messages • References

Chapter 8: Management fads • Objectives • Fads: definitions and adoption • Fad buyers and sellers • Fad watch • Buyer beware • Exercise • Key messages • References

Glossary

Resources

Appendix

Index

Organizational Health is an organization's ability to function effectively, to cope adequately, to change appropriately, and to grow from within. A healthy organization is just that in all its aspects: people, process, structures, systems, behaviours and governance. It is one where appropriate adaptive, maintenance and development activities are integral to maintaining performance and alignment in the operating environment. Organizational Health takes an informed look at the critical and interdependent elements of an organization that must be maintained in a healthy state for managers to meet their business goals. Using a practical, structured approach it covers: understanding and assessing organizational health; the impact of structures on organizational health such as hierarchies, alliances and joint ventures; control methods such as corporate governance, ethics and compliance; maintenance and development including OD, change management, learning and workplace environment; sustainability including carbon footprint and business ecosystems; indicators of health and dysfunction. Additional material and a weekly blog is available by visiting the author's website: www.naomistandford.com