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1 Handy, Charles
(b. 1932) Gen MgtIrish-born academic, writer, and social commentator. Known for his work on organization structures, the future of work, and the implications of change for people. Since his landmark book Understanding Organizations (1976), he has originated concepts such as the shamrock organization, the federal organization, the doughnut principle, and portfolio working.After graduating from Oxford, Handy worked for Shell until 1972, when he left to teach at the London Business School. He also spent time at MIT where he came into contact with many of the leading lights in the human relations school of thinking, including Ed Schein. -
2 shamrock organization
Gen Mgta form of organization structure with three bases on which people can be employed and on which organizations can be linked to each other. The shamrock organization was identified by Charles Handy. The three bases or groups are professional managers, contracted specialists such as advertising, computing, or catering personnel, and a flexible labor force discharging part-time, temporary, or seasonal roles. -
3 federal organization
Gen Mgta form of organization structure, identified by Charles Handy, in which subsidiaries federate to gain benefits of scale. In a federal organization, the leader provides coordination and vision, and initiatives are generated from the component subsidiary organizations. Federal organization is one of the many ways in which organizations restructure in order to deal with the dilemmas of power and control. According to Handy, federal organization offers an enabling framework for autonomy to release corporate energy for people to do things in their own way, provided that it is in the common interest, and for people to be well informed so as to be able to interpret that common interest. Handy cites Royal Dutch Shell, Unilever, and ABB as exemplars of federalism. -
4 club culture
Gen Mgta corporate culture in which all lines of communication lead formally or informally to the leader. Club culture was identified by Charles Handy. -
5 Constable, John
(b. 1936) Gen MgtBritish educator and consultant. Best known for the report The Making of British Managers (1987), with Roger McCormick, which led to major changes in the structure of management development in the United Kingdom. The publication of the report coincided with the equally influential The Making of Managers: A Report on Management Education, Training, and Development in the USA, West Germany, France, Japan, and the U.K. (1987) by Charles Handy and others. -
6 doughnut principle
Gen Mgta concept that likens an organization to an inverted doughnut with a center of dough—the core activities—surrounded by a hole—a flexible area containing the organization’s partners. The doughnut principle was originated by Charles Handy in The Age of Paradox (1994). He saw organizations as having an essential core of jobs and people, surrounded by a space filled with flexible workers and flexible supply contracts. He maintained that organizations often neglect the core, developing the surrounding hole instead. The doughnut analogy is a way of helping a balance to be achieved between what has to be done and what could be done, by analyzing the dough and the hole of a particular organization. The principle has also been applied to personal life. -
7 downshifting
Gen Mgtthe concept of giving up all or part of your work commitment and income in exchange for improved quality of life. The term was coined by Charles Handy. Downshifting has increased in popularity because of rising stress in the workplace caused partly by the downsizing trend of the late 20th century, and may be contrasted with the concept of the organization man. Downshifting is integral to the idea of portfolio working, in which individuals opt out of a formal employee relationship to sell their services at a pace and at a price to suit themselves.Most people consider downshifting because of family demands, or because they have been asked to do something by their organization that goes strongly against their values, pushing them to question why they are working so hard for that organization. Others downshift as they approach retirement, in order to smooth the transition. People who downshift need to be very sure that that is what they really want and know why they want it, as it can be hard to reverse the decision.Someone wanting to take the risk of downshifting should make a thorough assessment of his or her short-term and long-term financial situation by way of preparation. They will need to have a good bed of savings to rely on in the first year. It may be necessary to consider moving to a smaller, cheaper place. Deciding what to keep of the old life and what to let go is another important part of the preparation. Some downshifters will want to completely leave their old work life behind them, starting a new job in a slower-paced organization, or setting up on their own. Others will want to stay with their organization but perhaps move to a less demanding job. Once these things have been considered and decided upon, it is time for the downshifter to make an action plan with a schedule which includes regular reassessment periods. -
8 existential culture
Gen Mgta form of corporate culture in which the organization exists to serve the individual, rather than individuals being servants of the organization. Existential culture was identified by Charles Handy. It typically consists of a group of professionals who work together, but have no leader. -
9 freelance
Gen Mgtworking on the basis of being self-employed, and possibly working for several employers at the same time, perhaps on a temporary basis. Freelance workers have been described by Charles Handy as ideally suited to portfolio working. Freelancers must be good at multitasking; they require the skills of a manager, bookkeeper, and a promoter. People thinking about becoming freelance should conduct plenty of research, not only into the industry in which they will be offering their services, but also into their own motivation for freelancing and their character-suitability. Before leaving their day job, they should put together a business plan plotting the first year’s goals and activity, perhaps considering the possibility of starting their freelance business on a part-time basis, so that they can initially rely on their current income.An important part of this first year will be in marketing and promoting the business. Freelancers should develop a target list of companies they wish to work for, learning all they can about each company before approaching them with marketing and proposals. Good customer service could be the thing to make or break their career. Being liked is as valuable as being prompt and doing a professional job, and will encourage future business. It is, though, inevitable that a set of clients will change as time goes by. To protect themselves against this, freelancers should try to plan six months ahead, and create diversity in their client base. -
10 horizontal fast track
Gen Mgta variation of fast track developed by Charles Handy in which talented people are moved around from task to task to test and develop their capability in different working situations -
11 organization structure
Gen Mgtthe form of an organization that is evident in the way divisions, departments, functions, and people link together and interact. Organization structure reveals vertical operational responsibilities, and horizontal linkages, and may be represented by an organization chart. The complexity of an organization’s structure is often proportional to its size and its geographic dispersal. The traditional organization structure for many businesses in the 20th century was the bureaucracy, originally defined by Max Weber. More recent forms include the flat, network, matrix, and virtual organizations. These forms have become more prevalent during the last decades of the 20th century as a result of the trend toward restructuring and downsizing and developments in telecommunications technology. According to Harold J. Leavitt, organization structure is inextricably linked to the technology and people who perform the tasks. Charles Handy has shown that it is also directly linked to corporate culture. -
12 portfolio working
HRthe working pattern of following several simultaneous career pursuits at any one time. Portfolio working was coined by Charles Handy to describe a style of working life which no longer involves working full-time for one employer. -
13 role culture
Gen Mgta style of corporate culture, identified by Charles Handy, which assumes that employees are rational and that roles can be defined and discharged within clearly defined procedures. An organization with a role culture is believed to be generally very stable but poor at implementing change management. -
14 task culture
Gen Mgta form of corporate culture based on individual projects completed by small teams. Task culture was identified by Charles Handy. It draws resources from different parts of the organization to form study groups, working parties, and ad hoc committees to take on problems, projects, and initiatives as they arise. -
15 theory of the horizontal fast track
Gen Mgta variation of fast track coined by Charles Handy. The theory of the horizontal fast track describes the development of talented people who are moved around from task to task to test and develop their capability in different working situations.The ultimate business dictionary > theory of the horizontal fast track
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16 triple I organization
Gen Mgta type of corporate culture identified by Charles Handy in which the focus is on three areas: Information, Intelligence, and Ideas. The triple I organization recognizes the value of information and learning. It minimizes the distinction between managers and workers, concentrating instead on people and the need to pursue learning, both personal, lifelong learning, and organizational learning, in order to keep up with the pace of change. -
17 Moxon, Joseph
SUBJECT AREA: Paper and printing[br]b. 8 August 1627 Wakefield, Yorkshire, England d. 1700[br]English publisher of mathematical and technical books.[br]Moxon acquired a knowledge of mathematics, map making and many technical arts, to which, as a result of some time spent in Holland, he added a knowledge of languages. By 1657 he was established in Cornhill in London, "at the sign of Atlas", where he published and sold "all manner of mathematical books or instruments and maps whatsoever". Soon after 1660, Moxon was appointed Hydrographer to King Charles II, i.e. map and chart printer and seller. By this time his shop was on Ludgate Hill, and in 1683 it had moved to the west side of Fleet Ditch, but retained its name "at the sign of Atlas". Moxon's most important publishing venture was a series of handbooks, never completed, entitled Mechanick Exercises or the Doctrine of Handy- Works. It was begun in 1677 and was intended to be published monthly and cover the whole range of practical techniques, such as metal-turning and woodworking. However, the series was suspended after a year or so due to the effects of the Popish Plot, which "took off the minds of my few customers from buying". He resumed publication with the most important of these works, Mechanick Exercises on the Whole Art of Printing, which appeared in 1683–4. Although printing had been invented more than two centuries earlier, this is the first detailed account in any language of printing, and includes all aspects of the process: type casting, setting, and construction and operation of the press itself, together with the organization of the printing shop. It served as the basis of future handbooks throughout the age of the hand press.[br]Principal Honours and DistinctionsFRS 1678.Bibliography1683–4, Mechanick Exercises on the Whole Art of Printing, reprinted 1958, eds H.Davies and H.Carter, London: Oxford University Press (this facsimile reprint includes the most detailed account of Moxon's life and work, with full bibliographical details of the book itself).LRD
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