Leading the learning organization: communication and competencies for managing change
Gespeichert in:
| Beteilige Person: | |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
State Univ. of New York Press
2000
|
| Schriftenreihe: | SUNY series, human communication processes
|
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008884722&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | XXVI, 503 S. |
| ISBN: | 0791443671 |
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
List of Illustrations xiii
List of Tables xv
Foreword xvii
Acknowledgments xxiii
Introduction: Leading the Learning Organization 1
Style and Approach 5 Intellectual Niche and Philosophical
Predicament 6 Theoretical Basis: Competing Values Framework 9
Plan of the Book 11
Chapter 1. Integrating Management Paradigms: The
Competing Values Framework 21
The Rationalistic and Humanistic Approaches to Management 22
Polar Relationships 23 TQM Philosophy 25 Competing
Values Framework (CVF) 29 The Significance of the Competing
Values Framework 33 Using the CVF to Communicate Leader¬
ship Roles and Responsibilities 34 Avoiding the Trap of Excess:
The Key to Effective Interpersonal Communication 34 Commu¬
nication Audits using the Competing Values Framework 39
viii LEADING THE LEARNING ORGANIZATION
Assessments at the Personal Level: Self Understanding 41
Assessments at the Vertical Level: Communication Audits in
Banking, Telecommunications, Power Lab, and Dining Services 43
Banking 45 Telecommunications 49 Power Lab 52 Dining
Services 54 Summary: Managerial Roles and Contextual
Factors 56 Assessments at the Lateral Level 57 Using the
Competing Values Framework to Audit and Clarify Message Ori¬
entations 60 Conclusions: Improving Organizational Communi¬
cation 62
PARTI. STRATEGIC CHANGE
Chapter 2. Adjusting to the Environment: Adaptive
Responses and Organizational Change 69
Change before the Environment Changes 69 How the Mighty
Have Fallen! 70 Environmental Uncertainty and the Congruence
Principle 74 Strategic Responses to Environmental Uncer¬
tainty 79 Open Systems and Boundary Spanning 81 Environ¬
mental Scanning 83 Reorganizing 85 Adaptive Responses of
Quasi Governmental and Utility Organizations 87 Trust Them!
A Bottom Up Approach to Change 92 Adaptation: Leadership
Challenges 94
Chapter 3. Linking the Organization: Information Technology
and Networking 99
Telecommuting, Telecenters, and Organizational Productivity 104
The Human Dimension 105 Building External Networks 110
New Challenges for the Broker 117 Linking the Organization
Effectively 119
PART II. CONTINUOUS IMPROVEMENT
Chapter 4. Managing the Value Based Organization:
Horizontal Structures and Cross Functional Teams 125
Empowerment and Involvement 127 Dimensions of Effective
Employee Involvement 130 Team Leaders: The Key to Qual¬
ity 131 Organizational Leadership and Empowerment 132
Moving toward Horizontal Management 134 Leadership in Hor¬
izontal Structures 140 Decentralized, Team Based Organiza
Contents ix
tions 142 Teams and Teamwork: Shift of Emphasis 143 Cross
Functional Team Design 145 Self Managed Teams 148 Quality
Circles 151 Multifunctional Teams 152 Effective Team Devel¬
opment 153 High Speed Communications 155 Moving toward
Team Based Organizations: Principles and Applications 156
Sources of Motivation in Horizontal Organizations 163 Princi¬
ples of Effective Coaching 165 Value Based Organizations and
Leadership Roles 166
Chapter 5. Organizing around Processes and Outcomes:
Quality Programs and Reengineering 169
Strategic Level 170 Mission Statement 171 Operative Level 172
Operational Level 173 Cross Functional Teams and Market Based
Forms of Organizing 175 Broadbanding: Organizing around Core
Competencies 178 Management Responsibility: Taking Care of
Processes 182 Business Process Reengineering 185 Principles of
Reengineering 187 Reengineering, Paradigmatic Constraints, and
the Role of Leadership 189 Quality Improvement and Process
Reengineering 191 Return on Quality 194 Total Quality Man¬
agement: Some Potential Limitations 195 The GAO Report on the
Impact of TQM on Performance 199 TQM, Baldridge Criteria,
and ISO 9000 201 Quality Improvement: One Size Does Not Fit
All 201 Conclusions 204
PART HI. MANAGERIAL LEADERSHIP
Chapter 6. Living with Corporate Downsizing:
The Hypereffective Manager 213
The Downside of Downsizing 214 Training and Technical Sup¬
port 215 Survivor Syndrome 216 Loss of Organizational En¬
ergy: Corporate Anorexia 216 Loss of Organizational Memory:
Corporate Amnesia 218 Changing Strategies Rather Than
Cutting Personnel 220 Preemptive Strategy 222 Middle Man¬
agers: The In Group 223 Middle Management Traditional
Roles 226 Middle Management Transitional Roles 230 Adopt¬
ing Transformational Roles 234 Becoming Hypereffective 236
New Challenges for HR Professionals 240 The Role of Senior
Managers 244 Conclusion: Working Smarter by Developing
New Competencies 245
x LEADING THE LEARNING ORGANIZATION
Chapter 7. Leading Self Managed Teams: Roles
and Communication 251
The Organizational Context for Self Managed Teams 251 The Na¬
ture of Self Managed Teams 253 SMTs as High Performance
Teams 254 Performance Measures 256 Not Leaderless Teams 258
Misfit of Current Leadership Theories 259 Leadership in SMTs as
an Emergent Network 262 Need for an Altered Approach 264
Competing Values Framework of Leadership Effectiveness 265
Manifestation ofQuinn s Leadership Roles in the Behaviors of Mem¬
bers in SMTs 266 Playing the Roles Effectively in SMTs 272
Leadership Roles and Communication Media in SMTs 272 Enact¬
ment of the Leadership Roles 274 SMTs Operating in a Distribu¬
tion Center 274 Analysis and Results 277 Self Managed Teams
in Action 278 Implications for Management and Team Leader¬
ship 280 Conclusions: The Significance of Self Management 284
PARTIV. LEARNING AND DEVELOPMENT
Chapter 8. Enhancing Organizational Learning:
Communication Strategies and Methods 291
Incremental Versus Breakthrough Learning 292 Acquiring,
Accessing, and Revising Knowledge 293 Enhancing Organiza¬
tional Learning: Communication, Strategies, and Developmental
Approaches 296 Facilitating Learning: Internal Networks and
Communication Processes 297 Horizontal Structures, Learning,
and Communication Processes 300 Improving Learning: Linking
Programs 302 Benchmarking 303 Problem Solving Communi¬
cation 305 The Flow Chart 305 Fishbone Diagram, Pareto
Analysis, Histogram, Interrelationship Digraph 307 The Story
board 309 Deming s Fourteen Principles and the Learning
Cycle 310 Radar Feedback to Enhance Learning 312 Learning
to Deal with Paradoxes 314 The Competing Values Framework as
a Training Intervention 317 Measuring Learning 321 Pursu¬
ing Meta Learning: GE s Success Story 322 Work Out 323
Communicate Objective Performance Standards 326 The Bound
aryless Organization and Leadership Roles 327 Communicating
the Vision 329 Best Practices 332 Accelerating Learning:
Kaizen 333 Promoting Learning through Culture, Values, and
Ideology 335 GE Value Statement: Business Characteristics 336
GE Value Statement: Individual Characteristics 337 Learning
from GE 338 Conclusion: Facilitating Learning and Change 340
Contents xi
Chapter 9. Learning to Learn: Competency Education for
Management Development 345
Models of Cooperation 346 Relevance and Accountability 347
A Customer Focused Approach to Management Learning and
Education: A Competency Based MBA 352 Adult Learning and
Management Education 355 Particular Frame of Reference 357
Psychological Differences/Needs 358 Aptitude and Percep¬
tions 358 Cognitive Factors 359 The Significance of Writing
Skills 360 Enabling Mechanisms and Strategies 362 Manage¬
ment Education and Distance Learning: FORUM 364 Validation
of Prior Learning 365 Outcome Assessment 367 Competency
Based Management Education 368 Individually Focused 368
Value Added 369 Outcome Oriented 370 Competing Values
Framework as a Competency Model 371 Competency Based
Management Program: Model Building 372 The Structure of
FORUM s Competency Based Program 374 Preassessment 375
8x3 Competencies by Role 375 Postassessment 376 Sum¬
mary: Learning and Competence in Management Education 377
Conclusions: Developing Managerial Competencies and the Men¬
torRole 378
CONCLUSION
Chapter 10. High Performance Leadership: Initiating
Transformational Learning 383
Exemplary Leadership 386 Learning and Benchmarking 389
A Matrix Structure that Works! 392 Building Corporate Loyalty:
Merging Cultures 395 Global Managers: Mindsets and Compe¬
tencies 397 High Speed Management 400 Competencies and
Capabilities 403 Developing Future Leaders 404 The Signifi¬
cance of Diagonal Communication 408 Managerial Leadership:
Values and Skills 409 The Power of Inner Capabilities 412
Transforming Abilities and Competencies 415 Exemplary High
Performance Leadership 417 The Making of the Hypercompeti
tive Company 418 Learning and Transformation 420 The
Revolution of GE: Doing It Jack s Way! 422 The Importance of
Paradoxical Skills 423 Executive Leadership: A Model of the
Competing Roles 425
References 431
Index 451
List of Illustrations
Intro. Fig. 1. The Four Streams of Management Literature 7
Intro. Fig. 2. The Organization of This Book 13
Figure 1.1. Competing Values Framework
Effectiveness Criteria 30
Figure 1.2. Competing Values Framework 32
Figure 1.3. The Positive and Negative Zones 36
Figure 1.4. Competing Values and Life Orientations 38
Figure 1.5. Beliefs of Managers 50
Figure 1.6. First Level Managers Perceptions 51
Figure 1.7. Management Communication: Primary
Orientations and Characteristics 61
Figure 2.1. Structural Responses to Environmental
Uncertainty 77
Figure 2.2. An Open System and Its Subsystems 83
xiv LEADING THE LEARNING ORGANIZATION
Figure 3.1. Outsourcing through Symbiotic Cooperation
and Networking 111
Figure 5.1. Supplier Customer Relationships 170
Figure 5.2. Organizational Structure: An Open
Systems Perspective 171
Figure 5.3. Interdependence among Subsystems 172
Figure 5.4. Functional and Process Goals 173
Figure 5.5. Interdependence among Performers 174
Figure 5.6. The Relationship between Functional Goals
and Process Requirements 175
Figure 5.7. Process Quality Improvement 183
Figure 6.1. Strategic Roles and Communication for
Middle Managers 234
Figure 8.1. Work Out 324
Figure 8.2. The Work Out Process 325
Figure 9.1. FORUM s Competency Based Program 373
Figure 9.2. The Sequence of the Competency Based
Management Concentration 376
Figure 10.1. Acculturation in Mergers and Acquisitions 396
Figure 10.2. Organizational Value Chain 401
Figure 10.3. Leadership: Commitment and Values 405
Figure 10.4. Competing Values Framework: Roles
Executives Play 426
List of Tables
Table 1.1. Compiling Data to Create a Composite Profile 42
Table 1.2. Rational Goal Model: Similarities and Differences
in Motivating Others and Goal Setting 45
Table 1.3. Internal Process Model: Similarities and
Differences in Controlling the Work and
Tracking Details 46
Table 1.4. Human Relations Model: Similarities and
Differences in Dealing with Employee Problems
and Enhancing Employee Participation 47
Table 1.5. Open Systems Model: Similarities and Differences
in Managing Change and Negotiation Skills 47
Table 1.6. Assessment of First Level Supervisors 53
Table 1.7. Assessment of Middle Managers 54
Table 1.8. Assessment of Top Management 54
Table 1.9. Assessment of First Level Supervisors 55
xvi LEADING THE LEARNING ORGANIZATION
Table 1.10. Assessment of Middle Level Managers 55
Table 1.11. Assessment of Top Management 55
Table 6.1. The Most Important Tasks and Responsibilities,
by Roles 238
Table 6.2. Tasks That Are Less Important Than Those in
Table 6.1 239
Table 7.1. Performance Measures for 1989 through 1994
Year to Date 257
Table 7.2. Means and Standard Deviations for the Two SMTs 277
Table 7.3. Leadership Roles in USPS Self Managed Teams 279
Table 9.1. Back to School: Hints for Reducing Culture Shock 356
|
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| spellingShingle | Belasen, Alan T. Leading the learning organization communication and competencies for managing change Management gtt Organisatieontwikkeling gtt Organizational change Organizational learning Management Organisatorisches Lernen (DE-588)4198012-8 gnd Unternehmen (DE-588)4061963-1 gnd Management (DE-588)4037278-9 gnd Unternehmensentwicklung (DE-588)4125011-4 gnd Führung (DE-588)4018776-7 gnd Kompetenz (DE-588)4129507-9 gnd Führungskraft (DE-588)4071497-4 gnd |
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| title | Leading the learning organization communication and competencies for managing change |
| title_auth | Leading the learning organization communication and competencies for managing change |
| title_exact_search | Leading the learning organization communication and competencies for managing change |
| title_full | Leading the learning organization communication and competencies for managing change Alan T. Belasen |
| title_fullStr | Leading the learning organization communication and competencies for managing change Alan T. Belasen |
| title_full_unstemmed | Leading the learning organization communication and competencies for managing change Alan T. Belasen |
| title_short | Leading the learning organization |
| title_sort | leading the learning organization communication and competencies for managing change |
| title_sub | communication and competencies for managing change |
| topic | Management gtt Organisatieontwikkeling gtt Organizational change Organizational learning Management Organisatorisches Lernen (DE-588)4198012-8 gnd Unternehmen (DE-588)4061963-1 gnd Management (DE-588)4037278-9 gnd Unternehmensentwicklung (DE-588)4125011-4 gnd Führung (DE-588)4018776-7 gnd Kompetenz (DE-588)4129507-9 gnd Führungskraft (DE-588)4071497-4 gnd |
| topic_facet | Management Organisatieontwikkeling Organizational change Organizational learning Management Organisatorisches Lernen Unternehmen Unternehmensentwicklung Führung Kompetenz Führungskraft |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008884722&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT belasenalant leadingthelearningorganizationcommunicationandcompetenciesformanagingchange |