Organization 21C Someday All Organizations Will Lead This Way 1st Edition by Subir Chowdhury 0130603147 9780130603142

Organization 21C Someday All Organizations Will Lead This Way 1st Edition by Subir Chowdhury – Ebook PDF Instant Download/Delivery. 0130603147, 9780130603142

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ISBN 10: 0130603147

ISBN 13: 9780130603142

Author: Subir Chowdhury

This is the eBook version of the printed book. If the print book includes a CD-ROM, this content is not included within the eBook version. 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.

Organization 21C Someday All Organizations Will Lead This Way 1st Table of contents: 

Chapter 1 Toward the Future of Organization

Organizational Winning Strategy by Leveraging Talent

Talents versus Knowledge Workers

Talents Make and Break the Rules; Knowledge Workers Conserve the Rules

Talents Create; Knowledge Workers Implement

Talents Initiate Change; Knowledge Workers Support Change

Talents Innovate; Knowledge Workers Learn

Talents Direct; Knowledge Workers Act

Talents Inspire and Lift People; Knowledge Workers Receive Information and Motivation

Talent Management System

Benefits of the TMS

Challenging Environment

PART 1: 21C LEADER

Chapter 2 Global Leadership from A to Z

The Competencies of the Global Leader

The Global Organization

A Definition of Leadership

The Development of the Global Leader

Tradition, Training, Transfer, Teamwork, and Travel

New Global Organizations

Global Leadership Best Practices

Attachment

Pleasure

Meaning

Soft Processes, Hard Results

Chapter 3 Developing Global Leaders

What Is Global Mindset?

Mapping Global Mindsets

Developing Global Mindset through HR Strategies

Demand-Driven or Learning-Driven Assignments?

Cross-Border Project Teams and Task Forces

Leadership Development for Global Mindset

Performance Management

Implementing Global Mindset

Equal Opportunity for All—Regardless of Passport

Changing the Globalization Paradigm

Chapter 4 World-Class Leadership for World-Class Teams

Views of Leadership

Born-to-Lead School

Self-Development School

Discretionary Leadership

Visioning

Dialogue

Communicating

Diversity

World-Class Leadership Means World-Class Teams

Promoting a Shared Philosophy

Conclusion

Chapter 5 Situational Factors in Leadership

A Definition of Leadership

The Heroic Model of Leadership

The Situational Approach to Leadership

Contingency Models of Leadership

Illustrating the Three Models

A Contingency Model of Leadership Style

A Taxonomy of Leadership Styles

Toward a Normative Model

Toward a Descriptive Model of Leadership Style

Conclusion

PART 2: 21C PROCESS

Chapter 6 From Reengineering To X-Engineering

Inefficiencies and Opportunities Are Exposed

Owens & Minor, The Quiet Giant

X-Engineering Principles

Harmonization

Transparency

Standardization

Follow the Money

Go Broad

Know What Your Customers are Going Through

Chart Breakdowns

Fish Upstream

Chapter 7 Getting Hierarchy to Work

One-Sided Accountability

Why Doesn’t the System Change?

Principle #1: Acknowledge Inevitable Subjectivity

Principle #2: Practice Win-Win-Win Politics

Principle #3: Put Two-Sided Accountability Into Action

Human Nature and the Political Processes that Evolve

What Does Two-Sided Accountability Entail?

Getting Informed

Informing Others

Conserving Time and Energy

Respecting Individuality and Uniqueness

What Will it Take to Get Two-Sided Accountability?

Chapter 8 Total Rewards Management

Moving from Compensation to Total Rewards

Focusing on Execution as Well as Strategy

Integrating Reward Systems with Organizational Learning Systems

Revisiting the Concept of Equity

Public Sector Rewards Design

Extending Innovative Reward Systems to New Business Environments

Summary and Implications

Chapter 9 Putting Shareholder Value in the Right Perspective

The Value Creation System: Stakeholder Purposes, Contributions, and Derived Benefits

Consider Shareholder Value as the Result, not the Main Purpose, of Enterprise Value Creation

Inherent Business Differences and Their Impact on Balance

Products or Services with High Nobility and High Average Profitability

Products or Services with Low Nobility and Low Average Profitability

Products or Services with Low Nobility and High Profitability

Leadership’s Role in Promoting Balance and Thereby Improving Value Creation

“Corporate Citizenship” Is Not the Answer

What Can Leaders Do?

With Respect to Purpose Itself

With Respect to Strategic Direction

With Respect to Implementation

Conclusions

Chapter 10 The Death and Rebirth of Organizational Development

The Historical Phases of OD

Conception Phase (Late 1950s to 1963)

Pioneering Phase (1964 to 1973)

Self-Doubt Phase (1973 to Early 1980s)

Jack Welch Fathers the Rebirth of OD

Rebirth Phase (1980s to Present)

Action Learning at GE’s Crotonville Leadership Development Institute

Work-Out and the Development of Large-Scale OD Skills

Change Acceleration Makes OD a Mandatory Leadership Skill

Redefining Leaders as Teachers

The Dissemination of GE’s Model

The Royal Dutch/Shell Story

Step 1: Aligning the Point of View at the Top

Step 2: Developing the Change Team

Step 3: Engaging the Organization

Step 4: Developing Leaders at all Levels as Teachers

A Shell Best Practice: John Fletcher Transforms Shell New Zealand

Learning From the Royal/Dutch Shell Experience

Implications and Conclusions

PART 3: 21C PEOPLE

Chapter 11 The Boardroom of the Future

Shifting Leadership in the Boardroom: Truly Powerful Boards

Accountability for Performance: Formally Evaluating the Board and Its Directors

Critical Knowledge for the Board: Strategy and Globalization

Harnessing the Power of Information Technology: Information-Age Boardrooms

Broadening the Board’s Mandate: From Shareholders to Stakeholders

Concluding Thoughts

Chapter 12 Power and Influence

Jack Welch: Master of Power

Structural Levers

Situational and Personal Bases of Power

What Will Not Change About Power and Influence

How Power and Influence Are Likely to Change

Increasing Need for Rapid Change

Knowledge and Expertise Throughout the Organization

The Core Dilemmas

Power Use that Counters these Dilemmas

Increasing the Total Amount of Power

Making Vision Real, Central

Using Mutual Influence

Performance As an Increasingly Important Source of Power

Conclusions

Chapter 13 Framing—It’s Either Us or Them

The Bottom Line

Us in the Future

Doing More With Less

Going Global

Outsourcing

Employing Generation X

Affirming Employees: Moving to Us from Them

Affirm Employees as Contributors

Affirm Employees as Workers

Affirm Employees as Members of Outside Groups

Affirm Employees as Individuals With Physical and Psychological Needs

Chapter 14 Developing Emotional Intelligence

Can a Person Grow and Develop their Talent?

Self-Directed Learning

The First Discontinuity: Catching Your Dreams, Engaging Your Passion

The Second Discontinuity: Am I a Boiling Frog?

The Third Discontinuity: Mindfulness through a Learning Agenda

The Fourth Discontinuity: Metamorphosis

The Fifth Discontinuity: Relationships that Enable Us to Learn

Concluding Thought

Chapter 15 What Stays the Same

The Challenge—Managing the Human Animal in the 21st Century

Human Nature, Culture, and Environment—Collision or Combination?

The Scientific Foundations of the New Darwinism

The Nature of Human Nature

Drives

Individual Differences

Ways of Thinking

Social Instincts

Community Politics

Natural Magic and Mysticism

Future Shock? Implications for a 21st Century of Change

Globalization

Inequality and Conflict

Environmental Costs and Catastrophes

Demographic Time Bomb

Death of the Corporation

Virtuality and the Networked Economy

Transformed Roles in the Knowledge Economy

New Forms of Governance and Leadership

Ways Forward to Change

Change Management and Hard-Wired Resistance

PART 4: 21C ORGANIZATION

Chapter 16 The Sustainability of Organizations

What is the Nature of the Re-examination and Renewal We Must Undertake Now? And What is the Future R

What is Sustainability?

Is it Possible to Create Sustainable Enterprises?

How is Ecological Sustainability Achieved?

Chapter 17 Organizational Culture

Analyzing Corporate Culture

Networked Cultures

Mercenary Cultures

Fragmented Cultures

Communal Cultures

Culture and Change

Conclusions

Chapter 18 Leading Organizational Change

Does Leadership Matter?

Important Characteristics of Leadership

Leading Organizational Change

Prelaunch Phase

Launch Phase

Postlaunch: Further Implementation

Sustaining the Change

Conclusion

Chapter 19 Building Organizational Fitness

The Dynamics of Organizational Fit and Fitness

The Silent Killers: Undiscussible Barriers to Organizational Fitness

Enabling an Honest Organizational Conversation That Will Produce Fit and Fitness

Organizational Fitness Profiling

Stage 1: Develop a Statement of Business and Organizational Direction (1–2 Weeks)

Stage 2: Complete a Broadly Validated Assessment of the Current State of the Enterprise (3–5 Weeks

Stage 3: Create an Integrated Agenda for Action (2–4 Weeks)

Stage 4: Develop and Mobilize the Commitment of Key Managers and Stakeholders Behind the Transformat

Building Organizational Fitness: Results and Implications

Tribute to Our Friend and Mentor

What I Learned from Richard Beckhard: A Personal Retrospective

Dick’s First Intervention

Dick’s Practical Wisdom and Emphasis on “Process”

Dick’s Brilliance as a “Designer of Social/Organizational Process”

Designing for Involvement in the Management of Change

Keeping Your Cool, Working the Problem

The Consummate Consultant

Co-editing the Addison-Wesley Series on Organizational Development

Knowing Oneself

Notes

For Further Reading

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