Leading the Learning Organization

Alan T. Belasen

Description

Using examples from companies such as General Electric, IBM, Kodak, and ABB, Leading the Learning Organization integrates the latest advances in strategic change, managerial leadership, continuous improvement, and learning and development. Belasen provides insightful and provocative views of how high-performance leaders use organizational learning to achieve breakthrough performance. He strongly argues that managers who avoid questioning their operating premises today will find themselves without market share tomorrow. Leading the Learning Organization is an insightful examination of a variety of modern corporate issues, including adjusting to the marketplace; linking the value chain; living with corporate downsizing; leading self-managed teams; communicating, learning, and developing competencies; managing the value-based organization; and initiating transformational learning.
List of Illustrations
List of Tables
Foreword
Acknowledgments

Introduction: Leading the Learning Organization

Style and Approach • Intellectual Niche and Philosophical Predicament • Theoretical Basis: Competing Values Framework • Plan of the Book

Chapter 1. Integrating Management Paradigms: The Competing Values Framework

The Rationalistic and Humanistic Approaches to Management • Polar Relationships • TQM Philosophy • Competing Values Framework (CVF) • The Significance of the Competing Values Framework • Using the CVF to Communicate Leadership Roles and Responsibilities • Avoiding the Trap of Excess: The Key to Effective Interpersonal Communication • Communication Audits using the Competing Values Framework • Assessments at the Personal Level: Self-Understanding • Assessments at the Vertical Level: Communication Audits in Banking, Telecommunications, Power Lab, and Dining Services • Banking • Telecommunications • Power Lab • Dining Services • Summary: Managerial Roles and Contextual Factors • Assessments at the Lateral Level • Using the Competing Values Framework to Audit and Clarify Message Orientations • Conclusions: Improving Organizational Communication

PART I. STRATEGIC CHANGE

Chapter 2. Adjusting to the Environment: Adaptive Responses and Organizational Change

Change before the Environment Changes • How the Mighty Have Fallen! • Environmental Uncertainty and the Congruence Principle • Strategic Responses to Environmental Uncertainty • Open Systems and Boundary Spanning • Environmental Scanning • Reorganizing • Adaptive Responses of Quasi-Governmental and Utility Organizations • Trust Them! A Bottom-Up Approach to Change • Adaptation: Leadership Challenges

Chapter 3. Linking the Organization: Information Technology and Networking

Telecommuting, Telecenters, and Organizational Productivity • The Human Dimension • Building External Networks • New Challenges for the Broker • Linking the Organization Effectively

PART II. CONTINUOUS IMPROVEMENT

Chapter 4. Managing the Value-Based Organization:

Horizontal Structures and Cross-Functional Teams • Empowerment and Involvement • Dimensions of Effective Employee Involvement • Team Leaders: The Key to Quality • Organizational Leadership and Empowerment • Moving toward Horizontal Management • Leadership in Horizontal Structures • Decentralized, Team-Based Organizations • Teams and Teamwork: Shift of Emphasis • Cross-Functional Team Design • Self-Managed Teams • Quality Circles • Multifunctional Teams • Effective Team Development • High-Speed Communications • Moving toward Team-Based Organizations: Principles and Applications • Sources of Motivation in Horizontal Organizations • Principles of Effective Coaching • Value-Based Organizations and Leadership Roles

Chapter 5. Organizing around Processes and Outcomes:

Quality Programs and Reengineering • Strategic Level • Mission Statement • Operative Level • Operational Level • Cross-Functional Teams and Market-Based Forms of Organizing • Broadbanding: Organizing around Core Competencies • Management Responsibility: Taking Care of Processes • Business Process Reengineering • Principles of Reengineering • Reengineering, Paradigmatic Constraints, and the Role of Leadership • Quality Improvement and Process Reengineering • Return on Quality • Total Quality Management: Some Potential Limitations • The GAO Report on the Impact of TQM on Performance • TQM, Baldridge Criteria, and ISO 9000 • Quality Improvement: One Size Does Not Fit All • Conclusions

PART III. MANAGERIAL LEADERSHIP

Chapter 6. Living with Corporate Downsizing: The Hypereffective Manager

The Downside of Downsizing • Training and Technical Support • Survivor Syndrome • Loss of Organizational Energy:

Informations

• Publié par: State University of New York Press
• Date de parution: 04 novembre 1999
• Nombre de lectures: 0
• EAN13: 9780791496190
• Langue: English
• Poids de l'ouvrage: 58 Mo

Extrait

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