|
Showing 1 - 15 of
15 matches in All Departments
This book employs a network-centric approach to the new field of
multinational leadership and network sharing. Networks go beyond
teams but may include teams of various types from homogeneous
project teams to multinational strategy teams and every type of
team between. Conventional wisdom was that nothing larger than a
relatively small team could be led effectively because the number
of relationships between people is about one half of the square of
the size of the team. For a team in which every member depends on
every other member, the number of interdependent relationships
becomes overwhelming with relatively small team sizes. Fortunately,
recent technical advances in network analysis and multicultural
cooperation have been developed to rescue us from mind boggling
bombardments of everyone trying to communicate over all others at
once. Merely thinking about such a Kafkaesque situation hurts our
heads. Armed with these two breakthroughs fairly large networks,
both national and multinational, can be led effectively with
appropriate selection and training. This book furthers our attempts
to make functional networks perform their promise of becoming
"superteams."
This third volume of ""LMX Leadership: The Series"" addresses the
question of how leaders prepare their teams for required loosely
directed, highly coordinated, and above all, flexible operations.
It is our hope that this volume will stimulate scholarly sweat,
blood, and tears needed to make continued progress toward our goal
of understanding how the powerful tools of relational leadership
can be employed properly to create the flexible organizational
structures required to compete successfully in the environmental
turbulence of the 21st century. As we stated before, the rapidly
changing information age is all around us and we are struggling to
cope with our out-dated, rigid bureaucratic structures. The ""China
Price"" has redefined the standards of performance world wide and
they cannot be met with obsolete organizing designs.
A volume in LMX Leadership: The Series Series Editor George B.
Graen, University of Illinois at Urbana-Champaign (Retired) This
book is about preparing our thinking, feeling, and acting for the
rapidly expanding ""knowledge era."" We discuss the following
queries in the chapters. We begin with a discussion of what an
appropriate knowledge-driven corporation (KDC) is. Next, we explore
a number of design issues about this transformed charter company
and present two examples of new knowledgedriven corporations that
are described in strategic and tactical terms. At this point, the
questions of management and leadership selections and development
for the KDC are discussed in the next two chapters. These are
followed by two chapters discussing the ""political side"" of human
KDC in terms of ""fit"" or ""no fit."" Following this discussion of
our frail interpersonal habits, project teams' research shows how
an orderly process of team leadership development unfolds over the
project life cycle. Finally, the last chapter discusses where we
are concerning emergent response leadership in building real
knowledge-driven corporations.This book is dedicated to survival of
the best of the best of our corporations in the knowledge era
through complex creative destruction.
In this book, we elaborate on the dynamic process of leadership
sharing in creative project networks by pointing out that the
boundaries and relationships of the networks change over time. As
the project requirements evolve, new leaders emerge, make their
contribution, and move into support positions. This leadership
sharing dynamic is a necessary condition for mature LMX and
member-member exchange (MMX). This insight about the sharing of
leadership within networks directs us to the process of
microbehavior being transformed to meso-options and being converted
to macrostrategies. This sequence of micro to macro directs us to a
marriage of the formal with the informal organization. At this
stage we are post Simon, March, and Weick. This book is about
putting authentic people back into the social creations we call
productive organizations-warts and all. The design of these
organizations is as old as human civilization. It helped construct
ancient Greece, Egypt, and China. It was improved in the West by
the Romans and in the East by the Chinese. During more recent times
it was improved by the British Empire whose command and control
models gradually gave way to the knowledge models of today. This
book is about how we can discover the alternative processes by
which fallible humans use sense making to continuously improve
organizations at the macrostrategy level.
Our corporate dominated world is resisting the best efforts of the
"under 30s" to shape it into the information age. This book
contains information about what the careers of the "under 30s"
corporation will become. This was done examining recent trends in
careers of "growing-tip" companies like Apple, Boeing, Microsoft
and US and international design schools. The world of careers is
changing fast, and the millennials - the generation of people who
became adults around 2000, or in the decade or so after - have been
right in the middle of it. From Independence Square in Kyiv to the
streets of Caracas, from Taksim Square in Istanbul to Zuccoti Park
in New York, and from Silicon Valley to Wall Street, it's the
30-and-under crowd courageously leading the quest for different
ways. Less invested in past approaches, tech-savvy to a fault, and
painfully aware of the challenges left to them by earlier
generations, they're not willing to "settle" - to make the same
compromises (and mistakes) they think their parents made. And
although they sometimes get rapped for being self-centered, all the
evidence I see - and I've taught thousands of them on two
continents, and even have one in my own family - suggests that the
millennials represent real hope for the future. Please consider
this a call to all millennials - here, in the pages of this book,
are some of the means. Get out there and create the under-30s
revolution. Solve the problems your parents couldn't. Do it
together, with a conscientious eye to what works for all involved.
Get out there and save theworld.
The proper balance of managerial "administrative-control" and
managerial "team-leadership" depends upon the work context. After
organizational procedures are designed by work-process engineers,
managers and their direct reports in the business units, are
charged to "save our ship" (SOS) by their employers. Their ships,
their business units, often were built for calm seas.
Unfortunately, turbulent seas may happen unexpectedly and stress
their ships and crews. Under extreme conditions, the sea may put
their ships squarely in "harm's way." If they are not well
prepared, their chances of survival are few and none. This book is
about managing and being managed under conditions of "extreme
contexts" where only the "special teams" survive and prosper.
Our corporate dominated world is resisting the best efforts of the
"under 30s" to shape it into the information age. This book
contains information about what the careers of the "under 30s"
corporation will become. This was done examining recent trends in
careers of "growing-tip" companies like Apple, Boeing, Microsoft
and US and international design schools. The world of careers is
changing fast, and the millennials - the generation of people who
became adults around 2000, or in the decade or so after - have been
right in the middle of it. From Independence Square in Kyiv to the
streets of Caracas, from Taksim Square in Istanbul to Zuccoti Park
in New York, and from Silicon Valley to Wall Street, it's the
30-and-under crowd courageously leading the quest for different
ways. Less invested in past approaches, tech-savvy to a fault, and
painfully aware of the challenges left to them by earlier
generations, they're not willing to "settle" - to make the same
compromises (and mistakes) they think their parents made. And
although they sometimes get rapped for being self-centered, all the
evidence I see - and I've taught thousands of them on two
continents, and even have one in my own family - suggests that the
millennials represent real hope for the future. Please consider
this a call to all millennials - here, in the pages of this book,
are some of the means. Get out there and create the under-30s
revolution. Solve the problems your parents couldn't. Do it
together, with a conscientious eye to what works for all involved.
Get out there and save theworld.
The proper balance of managerial "administrative-control" and
managerial "team-leadership" depends upon the work context. After
organizational procedures are designed by work-process engineers,
managers and their directreports in the business units, are charged
to "save our ship" (SOS) by their employers. Their ships, their
business units, often were built for calm seas. Unfortunately,
turbulent seas may happen unexpectedly and stress their ships and
crews. Under extreme conditions, the sea may put their ships
squarely in "harm's way." If they are not well prepared, their
chances of survival are few and none. This book is about managing
and being managed under conditions of "extreme contexts" where only
the "special teams" survive and prosper.
This book employs a network-centric approach to the new field of
multinational leadership and network sharing. Networks go beyond
teams but may include teams of various types from homogeneous
project teams to multinational strategy teams and every type of
team between. Conventional wisdom was that nothing larger than a
relatively small team could be led effectively because the number
of relationships between people is about one half of the square of
the size of the team. For a team in which every member depends on
every other member, the number of interdependent relationships
becomes overwhelming with relatively small team sizes. Fortunately,
recent technical advances in network analysis and multicultural
cooperation have been developed to rescue us from mind boggling
bombardments of everyone trying to communicate over all others at
once. Merely thinking about such a Kafkaesque situation hurts our
heads. Armed with these two breakthroughs fairly large networks,
both national and multinational, can be led effectively with
appropriate selection and training. This book furthers our attempts
to make functional networks perform their promise of becoming
"superteams."
A volume in LMX Leadership: The Series Series Editor George B.
Graen, University of Illinois at Urbana-Champaign (Retired) This
book is about preparing our thinking, feeling, and acting for the
rapidly expanding ""knowledge era."" We discuss the following
queries in the chapters. We begin with a discussion of what an
appropriate knowledge-driven corporation (KDC) is. Next, we explore
a number of design issues about this transformed charter company
and present two examples of new knowledgedriven corporations that
are described in strategic and tactical terms. At this point, the
questions of management and leadership selections and development
for the KDC are discussed in the next two chapters. These are
followed by two chapters discussing the ""political side"" of human
KDC in terms of ""fit"" or ""no fit."" Following this discussion of
our frail interpersonal habits, project teams' research shows how
an orderly process of team leadership development unfolds over the
project life cycle. Finally, the last chapter discusses where we
are concerning emergent response leadership in building real
knowledge-driven corporations.This book is dedicated to survival of
the best of the best of our corporations in the knowledge era
through complex creative destruction.
This book is divided into three parts. The first part is about
web-construction methods; the second part covers web care and
repairs, and finally, the third part outlines systems applications
of the web throughout the organization. Remember that your personal
web relieves you of needing to undergo a manlike makeover to
achieve your dream job. Remain true to your maker's creation.
Finally, I delight in reading about your small and large successes
employing Jessica's Web technology. I feel sorry for those poorly
informed individuals who believe that authentic feelings have no
place on the job. In the final analysis we are both thinking and
feeling beings and cannot deny our emotional side in our
occupations. We cannot spend half or more of our waking hours
during the week days on activities that do not benefit from our
emotional side and be psychologically healthy. Jessica's Web gives
one a way to empower oneself at work and engage both thinking and
feeling at work.
In this book, we elaborate on the dynamic process of leadership
sharing in creative project networks by pointing out that the
boundaries and relationships of the networks change over time. As
the project requirements evolve, new leaders emerge, make their
contribution, and move into support positions. This leadership
sharing dynamic is a necessary condition for mature LMX and
member-member exchange (MMX). This insight about the sharing of
leadership within networks directs us to the process of
microbehavior being transformed to meso-options and being converted
to macrostrategies. This sequence of micro to macro directs us to a
marriage of the formal with the informal organization. At this
stage we are post Simon, March, and Weick. This book is about
putting authentic people back into the social creations we call
productive organizations-warts and all. The design of these
organizations is as old as human civilization. It helped construct
ancient Greece, Egypt, and China. It was improved in the West by
the Romans and in the East by the Chinese. During more recent times
it was improved by the British Empire whose command and control
models gradually gave way to the knowledge models of today. This
book is about how we can discover the alternative processes by
which fallible humans use sense making to continuously improve
organizations at the macrostrategy level.
This third volume of ""LMX Leadership: The Series"" addresses the
question of how leaders prepare their teams for required loosely
directed, highly coordinated, and above all, flexible operations.
It is our hope that this volume will stimulate scholarly sweat,
blood, and tears needed to make continued progress toward our goal
of understanding how the powerful tools of relational leadership
can be employed properly to create the flexible organizational
structures required to compete successfully in the environmental
turbulence of the 21st century. As we stated before, the rapidly
changing information age is all around us and we are struggling to
cope with our out-dated, rigid bureaucratic structures. The ""China
Price"" has redefined the standards of performance world wide and
they cannot be met with obsolete organizing designs.
Graen (American Psychological Society) collects work on how the
tools of relational leadership can be used to create flexible
organizational structures. Contributors in communication,
psychology, and organizational behavior describe new modes of team
leadership, look at leader-member exchange (LMX) leadership
research, and propose a new approach to
|
You may like...
Goldfinger
Honor Blackman, Lois Maxwell, …
Blu-ray disc
R53
Discovery Miles 530
Loot
Nadine Gordimer
Paperback
(2)
R398
R330
Discovery Miles 3 300
|