Quantum Leaps is a how-to book for creating fundamental change in both ourselves and our organizations. Charlotte Shelton's basic premise is that organizational change happens one person at a time. Our workplaces simply mirror our individual and collective beliefs. Therefore, we change ourselves, our workplaces, and the world by changing our minds. As our beliefs change, we not only see the world differently, we begin to be in the world in a different way, thus creating a new reality.
Shelton uses the basic principles of quantum mechanics as the foundational metaphor for a new quantum skill set that recognizes the highly complex, constantly changing, totally unpredictable nature of life. She demonstrates the inadequacy of our time-honored skills of planning, organizing, directing and controlling. She shows how these skills are directly tied to an obsolete view or reality ignoring the now fundamental requirements of extreme imagination and radical innovation.
Quantum Leaps introduces seven new skills: skills that are compatible with life and work in the twenty-first century. These seven Quantum Skills enable us to see, think, feel, know, act, trust and be radically different ways. Collectively they form a comprehensive model for change.
These skills integrate quantum mechanical principles, state-of-the-art-psychology, and universal spiritual practices. They balance the traditional left-brain business skills with a new skill set that more fully utilizes both hemispheres of the brain. As we master these skills, Shelton states, "We create balanced lives and whole-brain organizations and we become authentic change masters, changing ourselves and our organizations from the insideout."

The Seven Quantum Skills are: Quantum Seeing, Quantum Thinking, Quantum Feeling, Quantum Knowing, Quantum Acting, Quantum Trusting and Quantum Being. These 7 skills introduce a new way to access underutilized brain capacities as they acknowledge the role of intention, intuition and interconnectivity.
- First really practical application of "new science theories" to the workplace]visual models, anecdotal examples, and application exercises
- Quantum Leaps introduces 7 quantum skills necessary for surviving and thriving in a highly complex, constantly changing, totally unpredicatable world
- Integrates quantum mechanical principles, state-of-the-art psychology and universal spiritual practices into behavioral skills for individual and organizational change

Learning is increasingly seen as crucial to the success of organisations but many studies of the subject offer very little empirical evidence to substantiate this. Based upon in-depth research, including over seventy interviews with managers and employees, Organisational Learning and Organisational Effectiveness is an original and comprehensive analysis of learning organisations. Contents include:
* detailed case studies of five major international companies: Coca-Cola and Schweppes Beverages, 3M, Siebe, Mayflower and Morgan Crucible
* the intellectual origins of organisational learning
* best practice in organisational learning
* the importance of leadership roles and skills
*a critical examination of the usefulness and relevance of organisational learning and effectiveness.
Integrating management theory and practice, this volume is an extremely valuable resource for all those with an interest in organisational behaviour and human resource development.

eBook available with sample pages: HB:0415192145

The Dynamics of Change is the first book to explore the fundamental question of what change really is rather than just describing how it can best be managed.
The book investigates how systems thinking and interdisciplinary insights from philosophy, sociology and the natural sciences can greatly enhance our understanding of change. Features of the work include:
- a review of the organisational change literature
- an introduction to systems thinking
- a change framework built up from key change building blocks
- examples of change dynamics from the natural and physical sciences, and how they apply to our understanding of change within organisations
- numerous summary tables and illustrative graphics

Today, managers, politicians, educators, and healthcare providers are highly skilled technicians who navigate modern systems. However, followers seek more than know-how; they desire moral leadership. Even leaders equipped with skills must make difficult ethical choices. This book connects philosophy to leadership by examining three representative texts from the history of philosophy: Plato's Republic, Aristotle's Nicomachean Ethics, and Niccolo Machiavelli's The Prince. The leadership ideas contained in each one of these philosopher's works were not only pioneering for their age but continue to be relevant today because they provide insight into the enduring questions of leadership. The book demonstrates the timeliness of the classical works by applying these philosophical approaches to historical and contemporary cases. This book is ideal for readers who are acquainted with philosophy and those who are uninitiated. The connections made between philosophy, leadership literature, and real-life leaders enable readers to appreciate how deeper reflection into the themes of leadership might merit scholarly attention and bear witness to the close union between the philosophy of leadership and the real world.

The study of organizations has been dominated by administrative, economic and performative concerns. The contributors of this book acknowledge the impact of Robert Cooper on their own work and develop further his insistence that organizational analysis must be understood in terms of the rationalization of society as a whole. Amongst the contributors are many experts in organizational theory. Chapters cover a wide area of interest, including organizational science and post-modernism, the logics of organizing and instrumental experience. In doing so, the book departs from an emphasis on "organizations" as social objects and moves towards a position of analysis which situates itself in the wider context of the late modernity. It should be valuable reading for students across a range of disciplines, including sociology, management and organizational behaviour as well as political studies. It should also be of interest to all professionals who desire to have a better understanding of organizational society and of the future direction of organizational studies.

"Corporate DNA" explores what happens when managers think about and run their companies as if they were living things. An organic model is at the heart of the transformation of companies like AT&T and EDS, working to redesign the bureaucracies that they were built upon. This book addresses the frustrations felt among corporations by focusing on the role of the organizational models in the transformation process. The book's key perception is that the choice of a mechanical or organic model results in an organization's developing either mechanical or organic structures. Those structures, in turn, lead to certain types of behaviour "Corporate DNA" provides tools with which managers can replace their old mechanical models with organic ones. Readers will discover how living things use information to create work; how they learn, develop and govern themselves; and how prototype organic corporations such as 3M and Federal Express apply organic models to their operations.

Senior executives, middle managers, supervisors, administrators, and other students of administrative behavior need to know why harnessing human energies demands a full understanding of organizational and cultural contexts combined with a knowledge of personality characteristics--of self and others. In response to this need, Contextual Management: A Global Perspective addresses the art of getting things done in today's organizational world. It offers managers guidelines for working under a varied set of circumstances and explores ways to increase administrative effectiveness in organizations worldwide.Contextual Management integrates different administrative levels and various organizational cultures with appropriate management styles and personal attributes to help you recognize the position context where you can be most effective. Using its self-assessment questions, you can gauge your strengths, weaknesses, and requisites for particular administrative position roles and contexts. You can also use tools from the book's appendix to help you assess personality attributes as well as the characteristics of a particular position context. You will put your individual experiences into perspective and enhance your understanding of organizational realities as you read about: individual managerial behavioral relationships organizational designs, job configurations, and CEO orientations recruiting, placing, motivating, and supporting your staff identifying a particular unit's work culture and recognizing its characteristics why a supervisor must be personable to be able to carry out instructions from superiors while gaining allegiance from subordinates assuring 'good fits'of administrative personnel in various organizational systems goals--the logical stepping stones for initiating the process of implementation the constraints particular work systems place on the relationships between managers and others within an organization Appropriate styles of performance, as Contextual Management illustrates, are contextual, not universal. The fact that you are effective in one environment doesn't mean you will be effective in another. With this book, though, you can change your thinking about functions of leadership, decision making, communication, planning, and implementation and realize congruence in whichever environmental niche your organization moves into next!

The journey towards the future of work was greatly accelerated due to the COVID pandemic. Some changes have altered the functioning of the business world forever. Against the backdrop of these alterations, variations, and modifications, this book presents and analyzes three crucial factors: work, workforce, and workplace and their transformation into new-age organizations for meeting its customer expectations and long-term strategic goals. Companies must focus on ways of deployment of policies and practices that meet the business needs from the perspective of external changes. To achieve this goal, the organizations must realign their stakeholders and indulge in critical thinking by looking deeply into factors responsible for bringing about this transformational change. Re-envisioning is the current critical need for organizations to thrive; they must incorporate best practices to beat the competition and add value to their existing HR processes. This book clearly presents the practices and policies of successful organizations through the contribution of industry leaders. This book helps you understand the dynamism of work, workforce, and workplace that exist in organizations (as well as the challenges these organizations face) and their impact on business practices. The authors cover these broad areas because of the need to diversify and promote organic inclusive growth. Essentially, re-envisioning our organizations is the new normal. Organizations must leave the shackles of what might have been and look to what they can be. Stakeholders, employees, and the environment have been drastically altered, and organizations must change accordingly to survive. What now matters is how much an organization re-envisions itself and how it deals with all that is happening.

This book from Meredith Belbin, the UK's leading expert on teams, takes the reader on a different and fascinating journey. His insightful analysis takes us from the faults of typical hierarchies to the new world of restructured, flatter organizations where new sets of problems are emerging. In the search for alternative systems, Belbin outlines ways in which continuous deployment and career development can result in more effective use of people's talents. He describes the world of the higher social insects where evolution has generated a common set of principles governing organizations at their most advanced. He then suggests that these integrated strengths could be combined effectively with the strategic abilities of humans. A model in the form of the helix, is foreseen in which individuals and teams move forward on the basis of excellence rather than function. Here information technology can assist in the evolution of human organizations to enable them to become both more complex and more viable in the future.

Series Information:
Routledge Studies in Business Organizations and Networks

First published in 1998. Routledge is an imprint of Taylor & Francis, an informa company.

Do you believe in action-oriented planning, the speedy execution of ideas and realistic goal-setting in business management? So do the authors of this book-and that's why they've developed this fun, innovative evaluation tool that any business can use to assess its own operations and identify weak spots and trouble areas. Management Golf has been arranged to resemble a round of golf: 18 of the most important business factors were selected to match the 18 holes in a golf game. Topics such as technology, strategy, resources, finance and customer service each get a score, and a graphic layout of each hole is shown at the end of each chapter. When you're done playing the game, it's time to figure out your handicap-the factors you need to work on to get your company playing "above par." Once you know your score and your handicap, you can address the real challenge of this book-using what you've discovered about the inner workings of your company to boost innovation and creativity among your management team and make the business run better than it ever has before. As a game, Management Golf is great fun. As a self-assessment tool for your business, it's invaluable! ABOUT THE AUTHORS Michael J. Kami is considered one of the leading business advisors in the world. He was the strategic planner for IBM during its spectacular growth period in the 1950s and for Xerox during its boom in the 1960s. He retired young, moved to Florida and became a consultant, writer, publisher and entrepreneur. In the 1980s, he sat on the Board of Directors of Harley Davidson and was part of the team which transformed that company into one of the world's leading motorcycle manufacturers. He currently publishes the quarterly newsletter Kami Strategic Assumptions, which provides management advice to top executives in the United States and abroad. William Martz is a long-time business consultant. Over the years, he has helped executives throughout the United States adapt to changing conditions, deal more effectively with competition and plan innovative new strategies for success. His ability to combine practicality with a vision for the future has earned him a reputation as a top management consultant for small and medium-size companies.

Ever wondered what motivation is, and why organizations do not and cannot - until now - measure it? James Sale tackles the question of what motivation is, why we need it and what happens when we don't have it. He defines and measures motivation from an individual, team and, most critically, organizational or workplace point of view and he introduces the reader to the core concepts of how it relates to fundamental issues such as performance and productivity, and its role in a number of key management functions: team building, performance appraisal, leadership development, engagement and change management. Motivation is a core aspect of all people development initiatives and programmes - if we wish them to succeed. Based on over ten years of research into motivation and performance, James created Motivational Maps, the first and only accurate diagnostic tool that describes, measures, monitors and maximizes motivation and performance through an easy, simple to use, online questionnaire that takes only 10 minutes to complete, and which readers have access to. Mapping Motivation, therefore, is the definitive book on motivation, its language and metrics, written by its creator are full of knowledge, insight and practical tips; this will appeal to leaders, managers, HR specialists, trainers, coaches, consultants and visionaries around the world, who wish to engage with people development and productivity in a new, dynamic way.

Revealing the inside workings of the International Monetary Fund (IMF), this text studies the culture of organizations and uses sociological methods to understand the technology which underpins office and commercial life. It advises on how to improve work processes and computer systems by exploring systems which use search and retrieval applications, hypertext documents, and shared database applications such as Lotus Notes.

This book is part of the Human Centered Book Trilogy, the 2021 volumes of the Routledge Human Centered Management HCM Series. HCM books are pioneering transformation from the traditional humans-as-a-resource approach of the industrial past, to the humans at the center management and organizational paradigm of the 21st century. HCM is built on talent and wellbeing of people in the workplace driving work engagement, quality standards, high performance and productivity for long-term organizational sustainability in the global VUCA (volatile, uncertain, complex, ambiguous) environment. This book was carefully crafted by recognized international human centered scholars from four continents. Although all organizations seek to have an optimal culture, unstoppable disruptions in the VUCA environment easily derail even the best efforts. Conventional assumptions of culture as a unifying organizational force are hardly defendable today. HCM maintains that culture is not only about cohesiveness and consensus but effective management of conflict and disagreements continuously testing the capacity of people to work together. This book is about organizational transformation positioning people at the center. Complementary chapters integrate as antidotes to overcome disruptions in the VUCA environment and the effects of the COVID-19 pandemic affecting people and organizations worldwide. This and its two complementary titles Soft Skills for Human Centered Management and Global Sustainability and Sensible Leadership: Human Centered, Insightful and Prudent are timely readings for leaders, managers, researchers, academics, practitioners, students and the general public responsible for organizations across industries and sectors worldwide pursuing quality standards and organizational transformation to attain sustainability.

Recent trends like "lean production" and "McDonaldisation" indicate that Taylorism is a persistent, underlying principle of many organisations. Despite global competition and the need for speed, flexibility and quality, still the principle of Taylorism remains in the contemporary workplace. Moreover, information technology is often being used in way's that reinforce Taylorist patterns. For some this may be a fact of life. Hans D. Pruijt argues that this is not the case. There is a countermovement, particularly in North-West Europe where viable alternatives are being purseued. But, a systematic analysis of the resulting change of anti-Taylorist practice at shop-floor level has been lacking. This text fills this gap by analyzing 150 cases of anti-Taylorist initiatives in Scandinavia, the UK and the Netherlands. An example of anti-Taylorist principles working towards job enrichment can be seen in Germany; it also examines the role of state policy, research and consultancy in an experiment at Bosch where assembly workers learned testing skills.

The 21st century calls for a methodology that efficiently and effectively addresses organizational issues. That is why author Phillip C. Reinke created DMADD (Define/Measure/Analyze/ Develop/Deliver). This methodology is capable of taking your organization from simply surviving to thriving. "Visionary and expert, Reinke champions DMADD(c). The New Brass Ring is always slightly ahead of your brain...you haven't quite internalized one revolutionary advancement before others come along. Such innovative insight, fortified by the principles of leading transformational giants, reinforces Reinke's place aside the likes of Deming." --Rick Shults, Executive Director, Process Improvement - Certified Master Blackbelt "Years ago, Phil differentiated himself, with his ability to consistently deliver creative results and meet challenges. I could see DMADD's beginnings before he formally named it. The 21st century is the place for DMADD and The New Brass Ring is its introduction." -- Robert Malanga - Chief Operating Officer, LightGen, LLC "The economy and market demands a change in the way we need to address issues and face challenges. It is ripe for a new idea. The New Brass Ring quenches my thirst for what I know will make a huge difference in organizational performance. I want more and I know where to get it!" -- Mike Borrone, Founder and President enVision Staffing Solutions, Inc. Philip C. Reinke is founder of The Continuous Improvement Institute (Cii) His career in organizational improvement has spanned the likes of HJ Heinz, GE, CSX, First Data, Western Union and Kaplan Higher Education. Find out more at www.philreinke.com.

This Handbook is a very timely contribution to organization and business studies. Most calls for longitudinal research are made in sections of published work that deal with limitations of the study or suggestions for further research. This book places longitudinal research methods at center stage. With its practical, hands-on approach it guides us how to design a longitudinal study in and around organizations - whether qualitative or quantitative - and how to implement it. I warmly recommend this Handbook to ambitious senior and junior researchers. It makes the commonly presented excuses for not undertaking longitudinal research completely redundant.' - Rebecca Piekkari, Aalto University, School of Business in Helsinki, Finland'This is a very timely book that fills an important gap in the field of research methods. So far very little attention has been paid to longitudinal research methods, while the usefulness of this type of research has often been discussed in many papers and conferences. Insights provided by scholars who have been doing this type of research provide useful guidelines for anyone interested in research methods from senior scholars to young researchers and PhD candidates. This volume will serve as an excellent complement to the existing range of books on research methods.' - Pervez Ghauri, King's College London, UK This innovative Handbook demonstrates that there is no single best approach to conducting longitudinal studies. At their best, longitudinal research designs yield rich, contextualized, multilevel and deep understanding of the studied phenomenon. The lack of resources in terms of time, funding and people can pose a serious challenge to conducting longitudinal research. This book tackles many of these challenges and discusses the role of longitudinal research programmes in overcoming such obstacles. This book shows how longitudinal research methods enable the understanding of dynamics, mechanisms, causalities and interrelationships of organizational and business concepts in context and in relation to time. It discusses the richness and versatility of longitudinal research and offers, to students and experienced scholars alike, numerous viewpoints, reflections and personal accounts about conducting longitudinal research, from planning and fieldwork to reporting and managing of research projects. Contributors: L. Aarikka-Stenroos, E.A. Alfoldi, P. Dawson, P. Eriksson, A. Halinen, M.E. Hassett, R. Hoy, T.D. Little, T. Mainela, C. Mari, O. Meglio, M.-J. Oesterle, E. Paavilainen-Mantymaki, Y. Ploudre, M. Rhemtulla, H.N. Richta, M.A. Sartor, J.P. Selig, T.W. Taris, Z. Vincze, C. Welch

This volume brings together researchers from a diverse array of academic disciplines - including sociology, organization theory, strategy and psychology - to address the question of what organizations can do to better recognize novel ideas and support their proponents in implementing those ideas. The contributors draw from different theoretical perspectives and empirical papers use both qualitative and/or quantitative methods in their analysis. All contributions speak to a common set of phenomena at the intersection of creativity, innovation, and social evaluation in a variety of cultural fields. In the first section of the volume - searching for novelty - the papers discuss different conceptualizations of novelty and examine the conditions that foster the creation of new ideas or product offerings. In the second section of the volume - seeing novelty - the papers discuss how novelty is evaluated and recognized both within and outside organizations. Papers in the third and final section - sustaining novelty - explore how these evaluations affect the support that novelty receives in its journey to gain legitimacy. Setting an agenda for a more holistic theory on the emergence, evaluation, and legitimation of novelty, this volume showcases how novelty generation, recognition, and legitimation correspond to distinct phases of the journey of novelty, from the moment it makes its appearance in the world to the moment it takes root and propagates.

Public relations practitioners are often called upon to help chart their organization's strategic development, thus functioning as managerial decision makers linking the organization to its larger environment. This book is about understanding organizations, especially the role played by organizational decision making in the development and implementation of public relations programs and activities. It emphasizes the ways in which an organization's culture and decision making processes ultimately influence the success or failure of their public relations efforts.
The research, case studies, and author's interpretations and suggestions explore the often confusing netherworld of organizational mindsets -- particularly as those world views affect the organization's relations with clients and other stakeholders. Understanding organizational politics is the way to understanding how and why decisions are made by the organization's dominant coalition. The primary goal of this text is to enhance our understanding of the ways in which organizations "work" -- the political process that accompanies organizational decision making.
As an instrumental participant in the organizational political process, the public relations practitioner must posess knowledge and understanding of the organization's political process in order to succeed within that organization. Given the need for public relations practitioners to form coalitions, negotiate consensus, and advocate organizational interests, the political system metaphor is most approriate for understanding the relationship between organizational power and organizational public relations. This book, then, "steps back" from a focus solely on the design of public relations programs, and instead examines how the impetus for those programs emerges within the organization as a result of organizational politics in action.
Its special features include:
* practitioner responses at the end of each chapter providing commentary on the usefulness of the ideas presented;
* sidebars from popular sources illustrating theories;
* new case studies;
* merging of management and organizational theory and research with communication theory and research;
* a focus on external stakeholders from both an advocacy and a collaborative frame resulting in the creation of a "collaborative advocacy" framework for external communication; and
* an extended examination of ethical considerations pertaining to organizational decision making and communication.

These articles describe ideas about contextual performance, organizational citizenship behavior (OCB), and similar patterns of behavior that have been developed by scholars working from very different research traditions. It seems that the different research traditions are converging on the same notion--that besides formal job requirements, other patterns of behavior are also critical for organizational effectiveness and survival. These other patterns of behavior have been relatively ignored until recently, but now scholars are trying to define them, determine exactly why and how they are important for organizations, and identify their antecedents. The results of these research efforts-- described by articles in this issue--will help to make it possible to develop new conceptual and practical tools for managing these important behaviors and in that way promote human performance and organizational effectiveness.

Is team-based management best for your business? Will it help your organization meet the challenges of the twenty-first century to cut production costs, increase quality and service, and compete in the global economy? his practical, immensely informative book will help you make that decision. Teams tells you: When to use teams and when not to use them. What conditions must exist for teams to be successful. Which teams are appropriate for a particular situation. How to develop teams to meet the specific needs of your organization.

Based on extensive interdisciplinary research and the author's over 30 years of experience in the field, this book provides best practice skills for auditors and investigators in any type of investigation and adapts them to ensure they are relevant to a corporate environment where the powers available to police are absent. In addition to providing technical skills and practical advice on investigative interviewing, former police investigator Kevin Sweeney explains how to analyze information to assist in the investigation and to identify emerging trends to provide opportunities to prevent problems before they occur. Readers will come to understand legal concepts such as the chain of evidence, the psychological factors involved in questioning, and the sociological factors that can help to build a macro understanding of the organization and the event in question. This book will become an essential resource for professionals involved in auditing or investigation work of any type in the corporate or public sectors, in contexts including human resources, employee relation investigations, auditing, or where criminal activity is suspected.

The first in the readers' series called Resources for the Knowledge-Based Economy, Knowledge Management and Organizational Design is a unique compilation of articles and book excerpts that describe how the management of an organization shapes the levels of knowledge transfer, innovation and learning. The collection draws on fifty years of management thinking and presents key issues facing knowledge-intensive organizations. The selections are concise, clearly written and present a rich framework of examples drawn from real management experience. Arranged thematically, the chapters discuss decision-making, organization structure, innovation, strategic alliances, managing knowledge workers and power relations. Represented in this volume are the ideas of influential academics including the late economist Frederick Hayek and French sociologist Michael Crozier, as well as world-renowned management thinkers such as Harvard Business School Professor Rosabeth Moss Kanter and Charles Handy.

Turbulence is not new to the business world. In fact, the turbulence is increasing and managers are seeing teams spinning their wheels. But now there is a book that addresses these realities-Problem Solving for Results. Management systems are in a state of crisis and operations are more complex. The old top-down operations mode no longer suffices. Today's businesses demand speed and increased accuracy, forcing everyone to re-evaluate chains of command and tear down the walls between functions. Amid the responsibilities of traditional management lies problem solving. The push is toward moving decision-making authority down the ladder to all levels. Managers are no longer equipped to or capable of making the number and variety of necessary decisions in a vacuum. The current mode is to have employees deal directly with workplace issues and take corrective action without complaint and without management involvement. Coping with this reality and preparation for these improvements in workplace problem solving requires interest and motivation. Problem Solving for Results can facilitate this by demystifying and simplifying the process. This book bridges philosophy and theory and puts together a practical integration of all the tools necessary to get results from your investment of time, energy, and money.