Organization 21C Someday All Organizations Will Lead This Way

ISBN-10: 0130603147

ISBN-13: 9780130603142

Edition: 2003

Authors: Subir Chowdhury

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Organization 21C brings together wholly original, never-before-published essays by many of the world's leading management thinkers, offering unprecedented insight into the shape of tomorrow's winning organization. The follow-up to the global best-seller Management 21C, this book covers all four elements of organizational success: leadership, process, people, and organizational design. Among the topics illuminated here: the unique challenges of global leadership; James A. Champy's new X-engineering approach to process change across organizational boundaries; Total Rewards Management; the new boardroom and the exercise of power and influence in the 21st century; the sustainability of organizations; and best practices for leading organizational change. The essayists are renowned leaders in business thought from every continent. Like its predecessor, this book will be an indispensable resource for every organizational leader seeking to meet the new challenges of the 21st century.
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Book details

List price: $26.95
Copyright year: 2003
Publisher: FT Press
Publication date: 9/10/2002
Binding: Paperback
Pages: 416
Size: 6.25" wide x 9.00" long x 1.25" tall
Weight: 1.892
Language: English

Toward the Future of Organization
Organizational Winning Strategy by Leveraging Talent
Talents versus Knowledge Workers
Talent Management System
Challenging the Environment
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
Developing Global Leaders
What Is Global Mindset? Mapping Global Mindsets
Developing Global Mindset through HR Strategies
Implementing Global Mindset
World-Class Leadership for World-Class Teams
Views of Leadership
Born-to-Lead School
Self-Development School
Discretionary Leadership
World-Class Leadership Means World-Class Teams
Promoting a Shared Philosophy
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 the Leadership Style
A Taxonomy of Leadership Styles
Toward a Normative Model
Toward a Descriptive Model of Leadership Style
21C Process
From Reengineering to X-Engineering
Inefficiencies and Opportunities Are Exposed
Owens and 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?
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
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
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
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
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
FramingIt's Either Us or Them
The Bottom Line
Us in the Future
Affirming Employees: Moving to Us from Them
Developing Emotional Intelligence
Can a Person Grow and Develop their Talent? Self-Directed Learning
Concluding Thoughts
What Stays the Same
The ChallengeManaging the Human Animal in t
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