读书笔记，稍后翻译。

　　查尔斯·汉迪简介：

　　www.chinavalue.net/wiki/showcontent.aspx?titleid=177045

　　In practice, Handy believes that certain forms of orgnization will become dominatnt. These are the type of organization most readily associated with service industriese. First and most famously, what he calls 'the shamrock organization'--'a form of organiation based around a core of essential executives and workers supported by outside contractors and part-time help'. The Consequence of such an organizational form is that organizations in the future are likely to resemble the way consultancy firms , advertising agencies and professional partnerships are currently structured.

　　The second emergent structure identified by Handy is the federal one. 'Increasingly we are realizing that organizations are not mechanistic devices', he says. 'they are communities of people and federalism is all about negotiation as to who does what and who has the power and authroity for what. It's not hierarchical. In a mechanistic model it's easy for the organization to say the top man does everything and bottom man has limits to his authority. But it's much more complicated in the federal organization which is often made up of alliances and partnerships, and you actually have to negotiate who has the power to do what and where it really does need to be written down. '

　　Federalism is not, he points out, another word for decentralization. He provides a blueprint for federal organizations in which the central function co-ordinated, influences, advises and suggests. It does not dictate terms or short-term decisions. The centre is , however, concerned with long-term strategy. It is 'at the middle of things and is not a polite word for top or even for head office. '

　　The third type of organization Handy anticipates is what he calls 'the Triple I '. The three 'Is' are Information, Intelligence and Ideas. In such organizations, the demands on personnel management are large. Handy explains: 'The wise organization already knows that their smart people are not be to easily defined as workers or as managers but as individuals, as spcialists, as professionals or executives, or as leader (the older terms of manager and worker are dropping out of use,) and that they and it  need also to be obsessed with the pursuit of learning if they are going to keep up with the pace of change.'

　　Discontinuity demands new organizations, new people to run them with new skills , capacities and career patterns. No one will be able to work simply as a manager; organizations will demand much more.