Meeting the innovation challenge : leadership for transformation and growth
著者
書誌事項
Meeting the innovation challenge : leadership for transformation and growth
J. Wiley, c2006
- : pbk
大学図書館所蔵 全6件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Includes bibliographical references and index
内容説明・目次
内容説明
Meeting the Innovation Challenge offers a new way to look at creative leadership that integrates both leadership and management. This book also provides the student key insights into a new and more systematic way to manage transformation. As a result, the student will be able to discover a full range of potential outcomes from their change efforts - from radical new to the world transformation to incremental improvements.
Since people are at the heart of any transformation issue, Meeting the Innovation Challenge includes helpful information on the various roles required to initiate and sustain change efforts. Many change initiatives use teams, so specific tools are outlined to create and manage teamwork for transformation.
Those who lead and manage organizations have too many change methods from which to choose. This book offers practical advice on how to select and manage a variety of change methods, as well as a helpful selected list of many of the methods available from which to choose. An example is drawn and explained from the area of new product or service development.
An often-overlooked element of climate and context is also addressed. Successful innovation, change and transformation require an environment in which people are ready, willing and able to initiate and sustain change. Meeting the Innovation Challenge addresses this area by clarifying the differences between culture and climate, and then offering practical ways to understand and create the climate for transformation.
目次
Preface. About the Authors.
Acknowledgments.
1. Taking a Systemic Approach to Change.
Introduction.
Most change programs aren't worth the effort.
Why do organizations need to guide change?
The example of downsizing.
A survey of high performers.
Our systemic approach.
People.
Context.
Outcomes.
Method.
Conclusions.
References.
Part 1: The Outcomes of Transformation.
2. Building the Janusian Organization.
Who is Janus?
What is Janusian thinking?
What is a Janusian organization?
Why do Janusian organizations need to lead for change and transformation?
Spectrum of change
Spectrum of change-management strategies.
Conclusion.
References.
3. Creativity and Innovation for Transformation.
New challenges, old responses.
From 'doing better' to 'doing different'.
Searching and scanning.
Creativity in searching and scanning.
Strategic decision-making and problem-solving.
Changing organizational routines.
Creativity in changing organizational routines.
Conclusion.
References.
4. Creating Blockbusters.
What are blockbusters?
Characteristics of creative products.
How are blockbusters developed?
Who develops blockbusters?
Do blockbusters require a special environment?
Implications and conclusion.
References.
Part 2: The Part People Play.
5. Leading and Managing for Transformation.
Introduction.
Historical approaches to leadership.
Contemporary approaches to leadership.
Leading versus managing.
Creative leadership.
A model for creative leadership.
Conclusion.
References.
6. Owning up to Change.
Introduction.
Ownership.
Clientship.
Sponsorship.
Instilling ownership.
Conclusions.
Appendix 6.1.
References.
7. Teamwork for Transformation: Applying VIEW to Help Make Teams Productive.
Deciding to use a group.
Characteristics that promote teamwork.
Challenges to watch for with teams.
Orientation to change.
Manner of processing.
Ways of deciding.
Team development.
Conclusion.
References.
Part 3: Transformation Methods.
8. Managing Change Methods.
Introduction.
What is a change method?
Why so many change methods?
Changing the way we change.
Different kinds of change.
The need for navigation.
Planning your approach to change.
Contingencies for appraising tasks.
A task appraisal model.
Designing Process.
Constraints from the context.
Making the change happen.
Ways of interacting.
References.
9. Alternative Change Methods.
A vocabulary for understanding methods.
An example of the 'muddle'.
Our approach.
The change methods.
10. Applying Creative Problem-Solving to New Product Development.
Meeting the innovation challenge.
Pathways to growth.
Riding two horses.
Creative problem-solving: our current framework.
Key lessons learned.
References.
Part 4: The Context for Transformation.
11. Transforming the Culture and Climate.
What is culture?
What is organizational culture?
What does culture include?
Can leadership change culture?
What is climate?
Culture versus climate.
A model for organizational change.
The transactional factors.
Conclusions.
References.
12. The Climate for Innovation and Growth.
The Situational Outlook Questionnaire.
Climate dimensions and sample strategies.
Conclusions.
References.
13. Creating the Climate for Transformation.
What do we know about leadership behavior?
Case 1: A symphony orchestra.
Case 2: A medical technology company.
Case 3: An electrical engineering division.
General themes across cases.
Climate creation enables a systemic approach to change.
Conclusions and implications.
References.
Index.
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