Most organizations are profoundly unhealthy, plagued by poor organizational design, faulty company strategy, poor company culture, and unhappy employees.  The Healthy Organization outlines an approach that explains why individual companies are unhealthy and how to change this using the decision-making accountability model.Drawing on his experiences at Unilever and Tesco, Brian Dive answers the recurring questions that dog an organization's development: how many people should there be in this organization? how many layers of hierarchy are necessary? what are the logical steps of professional development for employees? He reveals that healthy organizational management will improve competitiveness, spark innovation and increase employee empowerment.

The Healthy Organization: A Revolutionary Approach to People and Management

Business & Money

Dive, Brian

Management & Leadership

Kogan Page Business Books

Organizational structures are ineffective when they do not delineate and define accountabilities. Brian Dive focuses upon the implications of clear accountability for leadership, with an in-depth analysis of distributed leadership” a concept neglected in the leadership literature to date.
Dive explores the relationship between leadership, accountability and organizational structure. He argues that the majority of leadership-related problems arise not from ineffective individuals but from organizational structures that lack accountable jobs. In a Decision Making Accountability Solution Set, he outlines the key principles of accountability. By implementing the principles an organization can improve the performance of its managerial staff at all levels.

The Accountable Leader: Developing Effective Leadership Through Managerial Accountability

Kogan Page.

This book reveals the story of how the first large learning organization was formed. Emerging around 1870, it involved an organizational transformation that followed a disaster some 60 years earlier. The great success of this process was the introduction of a totally new approach to leadership – a competitive edge that would go undetected for another 100 years. The original development involved the Prussian/German Army under a great leader, Helmut von Moltke. NATO countries finally discovered this “secret weapon,” which they have since implemented in their mission command centers, in the 1980s. The book distils five underlying features or pillars of the transformed organization, and describes how they can be applied in civilian organizations to attain a state of Mission Mastery. Never before published, these ideas are supplemented by numerous references and practical examples to illustrate the persuasive power of the case made – namely that most civilian organizations are weak in terms of the five key ingredients needed for Mission Mastery. “This book is a must-read for all charged with developing tomorrow's leaders.” 
Sir Michael Perry, GBE – previously Chairman and Chief Executive Officer at Unilever, Chairman of Centrica, Chairman of the Senior Salaries Review Body, Independent Director at Singapore Technologies Telemedia Pte. Ltd and Chairman of the Faculty Board at the Said Business School, Oxford University. “Mission Mastery is a masterwork.” Professor Stephen J. Perkins, DPhil (Oxon) Dean Guildhall Faculty of Business &amp; Law, London Metropolitan University, UK “No other book on organizational leadership is as relevant today as Mission Mastery”. Gerald A. Arbuckle, Organizational Anthropologist, and author of Humanizing Healthcare Reforms

Mission Mastery: Revealing a 100 Year Old Leadership Secret (Management for Professionals)

Job Hunting & Careers

Springer

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Books by Dive, Brian