Organization 21C: Someday All Organizations Will Lead This Way brings together 19 all-new essays by the world's leading management thinkers, covering every key driver of organizational success: leadership, process, people, and organizational design. You'll find breakthrough ideas and practical solutions for virtually every tactical and strategic challenge you face. Key topics include: James Champy's X-engineering, Total Rewards Management, the "New Boardroom," the changing nature of power and influence, building workable hierarchies and sustainable organizations, and new best practices for leading change.
Maureen O'Hara and Graham Leicester explore the competencies - the ways of being, doing, knowing and organising - that can help us navigate in complex and powerful times. They argue that these competencies are innate and within reach of all of us - given the right setting, plenty of practice and some gentle guidance. But they are seldom seen because they are routinely undervalued in today's culture. That must change, the authors insist, and this book is intended to begin that change.The book is based on the authors' extensive research and their practical experience observing the qualities demonstrated by some of today's most successful cultural, political and business leaders. They write of 'persons of tomorrow' that they have witnessed:"e;We find that people who are thriving in the contemporary world, who give us the sense of having it all together and being able to act effectively and with good spirit in challenging circumstances, have some identifiable characteristics in common... They are the people already among us who inhabit the complex and messy problems of the 21st century in a more expansive way than their colleagues. They do not reduce such problems to the scale of the tools available to them, or hide behind those tools when they know they are partial and inadequate. They are less concerned with 'doing the right thing' according to standard procedure than they are with really doing the right thing in the moment, in specific cases, with the individuals involved at the time. In a disciplined yet engaging way they are always pushing boundaries, including their own. They dance at the edge."e;
The Bennets offer a new theory of the firm, describing a next-generation organization designed to exhibit flexibility and agility in order to meet the challenges of increasing change, uncertainty, and complexity that characterize the competitive environment.
'The book offers a full and wide-ranging analysis of the nature and extent of the organisational changes, and of the role played by employability in the new production contexts. Its strengths lie basically in its multidisciplinary approach, which enables the phenomenon of organisational change to be observed from different angles, and in its commitment to a balance between the pursuit of theory and its empirical underpinnings . . . In summary, this is a well-grounded and argued work, both theoretically and empirically, and will be of interest to anyone wishing to understand the complex nature of organisational change, and especially to those who, even though organisational change may not be their central object of study or concern, nonetheless seek to understand the rich and complex debate concerning processes of organisational transformation as a necessary starting point for the analysis of the broader process of transformation of a model of society.' - Amparo Serrano Pascual, Transfer 'I do not mean to propose any prescriptions for the problem of employment in our time. I leave that to the many fine specialists in the field who have contributed to this book. . . . I find this an excellent and thought-provoking volume that I hope will shed light on a theme of vital significance for people everywhere. For it is in work that people find happiness and fulfilment and meaning.' - From the preface by Carlos Cavallé, University of Navarra, Barcelona, Spain New technologies, global markets and increased competitive pressures mean that companies are having to reinvent themselves, reappraise their competitive strategies and rethink the ways in which they organize business activities. This timely book illustrates how changes in strategy can translate into organizational changes within the firm itself and can influence the relationship between the firm and their employees and collaborators. The authors provide a broad theoretical and empirical assessment of these complex changes, their effect on the nature of employment, and the consequences for both employers and employees. They develop a framework that encompasses the interaction between the strategic reactions of businesses to a changing environment and the restrictions imposed by social institutions. A key theme of the book is that we are now living in an age of transition where concepts such as job security, which have played a crucial role in society, are no longer valid. Indeed, the importance of the research presented in the book is underlined by the social and political implications such changes will undoubtedly bring. Significantly, the authors view the subject matter from an interdisciplinary perspective applying tools from the fields of organizational behavior, sociology and psychology.
The existing anchored systems and layers of complexities involved in the interpretation of various leadership styles are discussed in this book. Smart power as a component within the systems in leadership styles is explained (Coutu, 2008; Nye, 2008; Nye & Armitage, 2007). Hard and soft powers are part of the smart power conceptualization. Academicians and learners are challenged to have firm gravitas from triggers and cameos emanating from leadership styles that are Disrupting Existing Systems (DES) elements. Leadership theories are disruptively challenged (Bass, 1985, 1996; Burns, 1978, 2006). Germinal and seminar leadership theories are used to conceptualize, interpret and rationalize why disruption of an existing system creates effective or ineffective leadership styles. Other elements in the systems are the value chains, supply chains, front and back offices, functional operable machines, disruptive technologies, manpower, capital or human capital and intellect that lead to optimal production of goods and services (Porter, 1980b, 1985, 1990; Porter & Stern, 2001). Part two dissects, analyzes, synthesizes and possibly amalgamates various organizational systems that were disrupted. Disruptions of the present systems in organizations such as Virgin Airways, Hewlett-Packard, UPS, Nokia, AOL Time Warner and Yahoo are used as case studies to explicate this phenomenon. Part three explains the housing market in California and in the United States. Current economy recession due to housing foreclosures in the United States is discussed. The United States contractions, recessions and recoveries periods are illuminated. Affordable housing in the sub-Saharan African region is also explained. For housing to be affordable and available for the middle-income populations worldwide, disrupting the anchored and entrenched existing policies remain a viable and pivotal option. In chapter 16, Professor Ossian Carraway uses narrative and statistical analysis to explain the phenomenon and concepts by traversing the landscape of disruptive technologies expansively.
How can you future-proof your organization by making it humanly sustainable? Creating Healthy Organizations answers this question, showing how to forge stronger links between employee well-being and the future success of any organization. The book makes a compelling case for resilient and humanly sustainable businesses by focusing on improving employees’ well-being. Employee stress, burnout, work-life conflict, and disengagement remain significant workplace problems. Yet, there are important signs of progress. The healthy organization concept has begun moving into the mainstream of corporate wellness. Scholarly research has advanced beyond making a business case for workplace health promotion to showing how successful interventions are based on a culture of health and closer ties with occupational health and safety. More companies are addressing mental health issues, striving to make workplaces psychologically healthy and safe. Expanded environmental sustainability frameworks provide an opening for the more sustainable use of human resources. As well, extensive tools are now available in many countries to guide actions aimed at developing healthy, safe, and thriving workplaces. These recent workplace trends and resources highlight the need for an updated, concise, integrated, and practical analysis of the challenges of creating a healthier organization, the hurdles that must be overcome along the way, and the key success factors that can guide the improvement process. Creating Healthy Organizations, Revised and Expanded Edition fills this gap in knowledge and practice, guiding those committed to making their organizations healthier.
An engaging discussion about the new roles schools are taking and how they are expanding their traditional mission.. n this timely book, Matia Finn-Stevenson and Edward Zigler argue that the federal government alone cannot address the need for child care and family support services that, like education, should be addressed locally. The authors use their Schools of the 21st Century (21C) program as an example of how schools can provide child care, outreach services, home visitations, and health and nutrition servicesin addition to reading, writing, and arithmetic. Whereas Part Two of the book discusses the authors Schools of the 21st Century program in considerable detail, Parts One and Three address a broader range of issues concerning the effects that early education has on later school success and the various policy and conceptual approaches that have been tried, both nationally and internationally, in an effort to reform schools. The authors also critically review the research on the effects of child care on childrens development and the importance of family support services. Included is a wealth of information on the research and practical applications of school reform initiatives in general and the implementation of child and family support services in particular. }In this timely book, Matia Finn-Stevenson and Edward Zigler argue that the federal government alone cannot address the need for child care and family support services that, like education, should be addressed locally. The authors use their Schools of the 21st Century (21C) program as an example of how schools can provide child care, outreach services, home visitations, and health and nutrition servicesin addition to reading, writing, and arithmetic.Conceptualized in 1987 in response to the child care crisis in this country, 21C has been implemented in over 600 schools in seventeen states. However, schools involvement with increasingly younger children is not without controversy. The authors also address questions regarding evaluation and effective implementation and scale-up strategies, and consider what changes in teacher training programs should occur to prepare teachers for working in schools of the twenty-first century; what provisions should be made to accommodate for the need to staff schools with personnel trained in early child development; and what changes need to be made in the financial structures of schools to accommodate child care and support services.Whereas Part Two of the book discusses the authors Schools of the 21st Century program in considerable detail, Parts One and Three address a broader range of issues concerning the effects that early education has on later school success and the various policy and conceptual approaches that have been tried, both nationally and internationally. Finn-Stevenson and Zigler also critically review the research on the effects of child care on children and other school reform initiatives that have been implemented in schools. Schools of the 21st Century is an engaging discussion about the new roles schools are taking and how they are expanding their traditional mission.
Leading Organizational Learning brings together today’s top thinkers in organizational learning—including Jon Katzenbach, Margaret J. Wheatley, Dave Ulrich, Calhoun W. Wick, Beverly Kaye, and other thought and industry leaders. This handbook helps business, government, and nonprofit leaders understand how to master learning and knowledge sharing within their organizations. This one-of-a-kind volume is filled with chapters that directly address the most current ideas, concepts, and practices on the topic of organizational learning. Acclaimed authors, world-renowned thought, global, and industry leaders, managing directors, and presidents of leading organizations have contributed their original essays to this provocative collection. Leading Organizational Learning Offers ten guidelines to help key employees and knowledge workers do a better job of influencing upper management Demonstrates the best way to move ideas through an organization Outlines the principles that facilitate knowledge management Explains how people learn on the job Discusses how larger organizations can leverage their “bigness” Proposes a method of knowledge mapping to effectively organize and use knowledge in decisionmaking Outlines the knowledge and attributes integral to the success of today’s executives Discusses passing knowledge from person to person Explains how consultants can help organizations develop ideas Debunks the myths and explores the realities of knowledge management
This Harvard Business Review digital collection showcases the ideas of Rob Goffee and Gareth Jones, authors of Why Should Anyone Be Led by You? and Why Should Anyone Work Here? In Why Should Anyone Be Led by You?, Goffee and Jones argue that leaders don’t become great by aspiring to a list of universal character traits. Rather, effective leaders are authentic: they deploy individual strengths to engage followers’ hearts, minds, and souls. In Why Should Anyone Work Here?, the authors argue that it used to be that businesses could ask individuals to conform to the organization’s needs but that now today’s leaders are charged with creating the best company on earth to work for: they must transform their organizations to attract the right people, keep them, and inspire them to do their best work.
