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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
Organizational Winning Strategy by Leveraging Talent
Talents versus Knowledge Workers
Talent Management System
Challenging Environment
Endnotes
21C Leader
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
Endnotes
Developing Global Leaders
What Is Global Mindset?
Mapping Global Mindsets
Developing Global Mindset through HR Strategies
Implementing Global Mindset
Endnotes
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
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
Inefficiencies and Opportunities Are Exposed
Owens & Minor, The Quiet Giant
X-Engineering Principles
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?
Endnotes
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
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
Endnotes
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
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
Endnotes
Framing—It's Either Us or Them
The Bottom Line
Us in the Future
Affirming Employees: Moving to Us from Them
Endnotes
Developing Emotional Intelligence
Can a Person Grow and Develop their Talent?
Self-Directed Learning
Concluding Thought
Endnotes
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
21C Organization
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?
Endnotes
Organizational Culture
Analyzing Corporate Culture
Conclusions
Endnotes
Leading Organizational Change
Does Leadership Matter?
Important Characteristics of Leadership
Leading Organizational Change
Conclusion
Endnotes
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
Endnotes
Tribute to Our Friend and MentorWhat 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
For Further Reading
About the Thinkers
Index
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