What Stays the Same
by Subir Chowdhury
Organization 21C: Someday All Organizations Will Lead This Way
- Copyright
- Praise for Organization 21C
- FINANCIAL TIMES Prentice Hall
- Financial Times Prentice Hall Books
- Organization 21C
- Preface
- Acknowledgments
- Toward the Future of Organization
- 21C Leader
- Global Leadership from A to Z
- Developing Global Leaders
- World-Class Leadership for World-Class Teams
- 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
- 21C Process
- From Reengineering to X-Engineering
- Getting Hierarchy to Work
- 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
- Endnotes
- 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
- Endnotes
- The Death and Rebirth of Organizational Development
- 21C People
- 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
- Endnotes
- Power and Influence
- Framing—It's Either Us or Them
- Developing Emotional Intelligence
- 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
- Endnotes
- The Boardroom of the Future
- 21C Organization
- Index
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