9780791443675

Leading the Learning Organization : Communication and Competencies for Managing Change

by
  • ISBN13:

    9780791443675

  • ISBN10:

    0791443671

  • Format: Hardcover
  • Copyright: 1999-11-01
  • Publisher: State Univ of New York Pr
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Summary

Using examples from companies such as General Electric and Kodak, Belasen (management and organizational communication, Empire State College-State University of New York) integrates the latest advances in strategic change, managerial leadership, continuous improvement, and learning and development. He provides provocative views of how high-performance leaders use organizational learning to achieve breakthrough performance, and discusses modern corporate issues such as adjusting to the marketplace, linking the value chain, living with corporate downsizing, and leading self-managed teams.

Table of Contents

List of Illustrations
xiii
List of Tables
xv
Foreword xvii
Acknowledgments xxiii
Introduction: Leading the Learning Organization 1(430)
Style and Approach
5(1)
Intellectual Niche and Philosophical Predicament
6(3)
Theoretical Basis: Competing Values Framework
9(2)
Plan of the Book
11(10)
Integrating Management Paradigms: The Competing Values Framework
21(48)
The Rationalistic and Humanistic Approaches to Management
22(1)
Polar Relationships
23(2)
TQM Philosophy
25(4)
Competing Values Framework (CVF)
29(4)
The Significance of the Competing Values Framework
33(1)
Using the CVF to Communicate Leadership Roles and Responsibilities
34(1)
Avoiding the Trap of Excess: The Key to Effective Interpersonal Communication
34(5)
Communication Audits using the Competing Values Framework
39(2)
Assessments at the Personal Level: Self-Understanding
41(2)
Assessments at the Vertical Level: Communication Audits in Banking, Telecommunications, Power Lab, and Dining Services
43(2)
Banking
45(4)
Telecommunications
49(3)
Power Lab
52(2)
Dining Services
54(2)
Summary: Managerial Roles and Contextual Factors
56(1)
Assessments at the Lateral Level
57(3)
Using the Competing Values Framework to Audit and Clarify Message Orientations
60(2)
Conclusions: Improving Organizational Communication
62(7)
PART I. STRATEGIC CHANGE
Adjusting to the Environment: Adaptive Responses and Organizational Change
69(30)
Change before the Environment Changes
69(1)
How the Mighty Have Fallen!
70(4)
Environmental Uncertainty and the Congruence Principle
74(5)
Strategic Responses to Environmental Uncertainty
79(2)
Open Systems and Boundary Spanning
81(2)
Environmental Scanning
83(2)
Reorganizing
85(2)
Adaptive Responses of Quasi-Governmental and Utility Organizations
87(5)
Trust Them! A Bottom-Up Approach to Change
92(2)
Adaptation: Leadership Challenges
94(5)
Linking the Organization: Information Technology and Networking
99(26)
Telecommuting, Telecenters, and Organizational Productivity
104(1)
The Human Dimension
105(5)
Building External Networks
110(7)
New Challenges for the Broker
117(2)
Linking the Organization Effectively
119(6)
PART II. CONTINUOUS IMPROVEMENT
Managing the Value-Based Organization: Horizontal Structures and Cross-Functional Teams
125(44)
Empowerment and Involvement
127(3)
Dimensions of Effective Employee Involvement
130(1)
Team Leaders: The Key to Quality
131(1)
Organizational Leadership and Empowerment
132(2)
Moving toward Horizontal Management
134(6)
Leadership in Horizontal Structures
140(2)
Decentralized, Team-Based Organizations
142(1)
Teams and Teamwork: Shift of Emphasis
143(2)
Cross-Functional Team Design
145(3)
Self-Managed Teams
148(3)
Quality Circles
151(1)
Multifunctional Teams
152(1)
Effective Team Development
153(2)
High-Speed Communications
155(1)
Moving toward Team-Based Organizations: Principles and Applications
156(7)
Sources of Motivation in Horizontal Organizations
163(2)
Principles of Effective Coaching
165(1)
Value-Based Organizations and Leadership Roles
166(3)
Organizing around Processes and Outcomes: Quality Programs and Reengineering
169(44)
Strategic Level
170(1)
Mission Statement
171(1)
Operative Level
172(1)
Operational Level
173(2)
Cross-Functional Teams and Market-Based Forms of Organizing
175(3)
Broadbanding: Organizing around Core Competencies
178(4)
Management Responsibility: Taking Care of Processes
182(3)
Business Process Reengineering
185(2)
Principles of Reengineering
187(2)
Reengineering, Paradigmatic Constraints, and the Role of Leadership
189(2)
Quality Improvement and Process Reengineering
191(3)
Return on Quality
194(1)
Total Quality Management: Some Potential Limitations
195(4)
The GAO Report on the Impact of TQM on Performance
199(2)
TQM, Baldridge Criteria, and ISO 9000
201(1)
Quality Improvement: One Size Does Not Fit All
201(3)
Conclusions
204(9)
PART III. MANAGERIAL LEADERSHIP
Living with Corporate Downsizing: The Hypereffective Manager
213(38)
The Downside of Downsizing
214(1)
Training and Technical Support
215(1)
Survivor Syndrome
216(1)
Loss of Organizational Energy: Corporate Anorexia
216(2)
Loss of Organizational Memory: Corporate Amnesia
218(2)
Changing Strategies Rather Than Cutting Personnel
220(2)
Preemptive Strategy
222(1)
Middle Managers: The ``In-Group''
223(3)
Middle Management Traditional Roles
226(4)
Middle Management Transitional Roles
230(4)
Adopting Transformational Roles
234(2)
Becoming Hypereffective
236(4)
New Challenges for HR Professionals
240(4)
The Role of Senior Managers
244(1)
Conclusion: Working Smarter by Developing New Competencies
245(6)
Leading Self-Managed Teams: Roles and Communication
251(40)
The Organizational Context for Self-Managed Teams
251(2)
The Nature of Self-Managed Teams
253(1)
SMTs as High-Performance Teams
254(2)
Performance Measures
256(2)
Not Leaderless Teams
258(1)
Misfit of Current Leadership Theories
259(3)
Leadership in SMTs as an Emergent Network
262(2)
Need for an Altered Approach
264(1)
Competing Values Framework of Leadership Effectiveness
265(1)
Manifestation of Quinn's Leadership Roles in the Behaviors of Members in SMTs
266(6)
Playing the Roles Effectively in SMTs
272(1)
Leadership Roles and Communication Media in SMTs
272(2)
Enactment of the Leadership Roles
274(1)
SMTs Operating in a Distribution Center
274(3)
Analysis and Results
277(1)
Self-Managed Teams in Action
278(2)
Implications for Management and Team Leadership
280(4)
Conclusions:The Significance of Self-Management
284(7)
PART IV. LEARNING AND DEVELOPMENT
Enhancing Organizational Learning: Communication Strategies and Methods
291(54)
Incremental Versus Breakthrough Learning
292(1)
Acquiring, Accessing, and Revising Knowledge
293(3)
Enhancing Organizational Learning: Communication, Strategies, and Developmental Approaches
296(1)
Facilitating Learning:Internal Networks and Communication Processes
297(3)
Horizontal Structures, Learning, and Communication Processess
300(2)
Improving Learning: Linking Programs
302(1)
Benchmarking
303(2)
Problem-Solving Communication
305(1)
The Flow Chart
305(2)
Fishbone Diagram, Pareto Analysis, Histogram, Interrelationship Digraph
307(2)
The Storyboard
309(1)
Deming's Fourteen Principles and the Learning Cycle
310(2)
Radar Feedback to Enhance Learning
312(2)
Learning to Deal with Paradoxes
314(3)
The Competing Values Framework as a Training Intervention
317(4)
Measuring Learning
321(1)
Pursuing Meta-Learning: GE's Success Story
322(1)
Work-Out
323(3)
Communicate Objective Performance Standards
326(1)
The Boundaryless Organization and Leadership Roles
327(2)
Communicating the Vision
329(3)
Best Practices
332(1)
Accelerating Learning: Kaizen
333(2)
Promoting Learning through Culture, Values, and Ideology
335(1)
GE Value Statement: Business Characteristics
336(1)
GE Value Statement: Individual Characteristics
337(1)
Learning from GE
338(2)
Conclusion: Facilitating Learning and Change
340(5)
Learning to Learn: Competency Education for Management Development
345(38)
Models of Cooperation
346(1)
Relevance and Accountability
347(5)
A Customer-Focused Approach to Management Learning and Education: A Competency-Based MBA
352(3)
Adult Learning and Management Education
355(2)
Particular Frame of Reference
357(1)
Psychological Differences/Needs
358(1)
Aptitude and Perceptions
358(1)
Cognitive Factors
359(1)
The Significance of Writing Skills
360(2)
Enabling Mechanisms and Strategies
362(2)
Management Education and Distance Learning: FORUM
364(1)
Validation of Prior Learning
365(2)
Outcome Assessment
367(1)
Competency-Based Management Education
368(1)
Individually Focused
368(1)
Value-Added
369(1)
Outcome Oriented
370(1)
Competing Values Framework as a Competency Model
371(1)
Competency-Based Management Program: Model Building
372(2)
The Structure of FORUM's Competency-Based Program
374(1)
Preassessment
375(1)
8 x 3 Competencies by Role
375(1)
Postassessment
376(1)
Summary: Learning and Competence in Management Education
377(1)
Conclusions: Developing Managerial Competencies and the Mentor Role
378(5)
CONCLUSION
High-Performance Leadership: Initiating Transformational Learning
383(48)
Exemplary Leadership
386(3)
Learning and Benchmarking
389(3)
A Matrix Structure that Works!
392(3)
Building Corporate Loyalty: Merging Cultures
395(2)
Global Managers: Mindsets and Competencies
397(3)
High-Speed Management
400(3)
Competencies and Capabilities
403(1)
Developing Future Leaders
404(4)
The Significance of Diagonal Communication
408(1)
Managerial Leadership:Values and Skills
409(3)
The Power of Inner Capabilities
412(3)
Transforming Abilities and Competencies
415(2)
Exemplary High Performance Leadership
417(1)
The Making of the Hypercompetitive Company
418(2)
Learning and Transformation
420(2)
The Revolution of GE: Doing It Jack's Way!
422(1)
The Importance of Paradoxical Skills
423(2)
Executive Leadership: A Model of the Competing Roles
425(6)
References 431(20)
Index 451

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