Organization 21C : someday all organizations will lead this way
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Bibliographic Information
Organization 21C : someday all organizations will lead this way
（Financial Times Prentice Hall books）
Prentice Hall, c2003
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Organization twenty-first century
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Includes bibliographical references (p. 355-357) and index
Description and Table of Contents
Description
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.
Table of Contents
Preface.
Acknowledgments.
1. Toward the Future of Organization.
Organizational Winning Strategy by Leveraging Talent. Talents versus Knowledge Workers. Talent Management System. Challenging the Environment.
I. 21C LEADER.
2. Global Leadership from A to Z.
The Competencies of the Global Leader. The Development of the Global Leader. New Global Organizations. Soft Processes, Hard Results.
3. Developing Global Leaders.
What Is Global Mindset? Mapping Global Mindsets. Developing Global Mindset through HR Strategies. Implementing Global Mindset.
4. World-Class Leadership for World-Class Teams.
Views of Leadership. Born-to-Lead School. Self-Development School. Discretionary Leadership. Diversity. World-Class Leadership Means World-Class Teams. Promoting a Shared Philosophy. Conclusion.
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 the Leadership Style. A Taxonomy of Leadership Styles. Toward a Normative Model. Toward a Descriptive Model of Leadership Style. Conclusion.
II. 21C PROCESS.
6. From Reengineering to X-Engineering.
Inefficiencies and Opportunities Are Exposed. Owens and Minor, The Quiet Giant. X-Engineering Principles.
7. Getting Hierarchy to Work.
One-Sided Accountability. Why Doesn't the System Change? Human Nature and the Political Processes that Evolve. What Does Two-Sided Accountability Entail? What Will It Take to Get Two-Sided Accountability?
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.
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. Leadership's Role in Promoting Balance and Thereby Improving Value Creation. "Corporate Citizenship" Is Not the Answer. What Can Leaders Do? Conclusions.
10. The Death and Rebirth of Organizational Development.
The Historical Phases of OD. Jack Welch Fathers the Rebirth of OD. The Royal Dutch/Shell Story. Learning From the Royal/Dutch Shell Experience. Implications and Conclusions.
III. 21C PEOPLE.
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.
12. Power and Influence.
Jack Welch: Master of Power. Situational and Personal Bases of Power. What Will Not Change About Power and Influence. How Power and Influence Are Likely to Change. The Core Dilemmas. Power Use that Counters these Dilemmas. Conclusions.
13. Framing-It's Either Us or Them.
The Bottom Line. Us in the Future. Affirming Employees: Moving to Us from Them.
14. Developing Emotional Intelligence.
Can a Person Grow and Develop their Talent? Self-Directed Learning. Concluding Thoughts.
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. Future Shock? Implications for a 21st Century of Change. Ways Forward to Change. Change Management and Hard-Wired Resistance.
IV. 21C ORGANIZATION.
16. The Sustainability of Organizations.
What is the Nature of the Re-examination and Renewal We Must Undertake Now? And What is the Future Role of the Change Practitioner? What is Sustainability? Is it Possible to Create Sustainable Enterprises? How is Ecological Sustainability Achieved?
17. Organization Culture.
Analyzing Corporate Culture. Conclusions.
18. Leading Organizational Change.
Does Leadership Matter? Important Characteristics of Leadership. Leading Organizational Change. Conclusion.
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. 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". Keeping Your Cool, Working the Problem. Co-editing the Addison-Wesley Series on Organizational Development. Knowing Oneself.
Notes.
For Further Reading.
About the Thinkers.
Index.
by "Nielsen BookData"
