|About the Book|
We create organizations because we need to get a job done--something we couldnt do alone--and join them because were inspired by their missions (and our paycheck). But once were inside, these organizations rarely feel inspirational. Instead, wereMoreWe create organizations because we need to get a job done--something we couldnt do alone--and join them because were inspired by their missions (and our paycheck). But once were inside, these organizations rarely feel inspirational. Instead, were often baffled by what we encounter: clueless managers, a lack of clear objectives, a seeming disregard for data, and the vast gulf between HR proclamations and our experience in the cubicle.So where did it all go wrong?In THE ORG, Ray Fisman and Tim Sullivan explain the tradeoffs that every organization faces, arguing that this everyday dysfunction is actually inherent to the very nature of orgs. THE ORG diagnoses the root causes of that malfunction, beginning with the economic logic of why organizations exist in the first place, then working its way up through the orgs structure from the lowly cubicle to the CEOs office.Woven throughout with fascinating case studies-including McDonalds, al Qaeda, the Baltimore City Police Department, Procter and Gamble, the island nation of Samoa, and Google--THE ORG reveals why the give-and-take nature of organizations, while infuriating, nonetheless provides the best way to get the job done.Youll learn:The purpose of meetings and why they will never go awayWhy even members of al Qaeda are required to submit Travel & Expense reportsWhat managers are good forHow the army and other orgs balance marching in lockstep with fostering innovationWhy its the hospital administration-not the heart surgeon-who is more likely to save your lifeThat CEOs often spend over 80% of their time in meetings-and why thats exactly where they should be (and why they get paid so much)Looking at life behind the red tape, THE ORG shows why the path from workshop to corporate behemoth is pockmarked with tradeoffs and competing incentives, but above all, demonstrates why organizations are central to human achievement.