|
Showing 1 - 6 of
6 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."
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.
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.
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.
|
You may like...
Loot
Nadine Gordimer
Paperback
(2)
R398
R330
Discovery Miles 3 300
|