Beyond The Learning Organization Creating a Culture of Continuous Growth and Development through State-of-the-Art Human Resource Practicies

by Gilley, Jerry W

• ISBN13: 9780738200736
• ISBN10: 0738200735
• Format: Hardcover
• Copyright: 2000-01-07
• Publisher: Basic Books

Summary

The next step in organizational development, showing companies how to integrate all areas of human resource practice to drive continuous learning

Author Biography

Jerry W. Gilley is an associate professor in organizational and human resource development at Iowa State University and was formerly the director of organizational and executive development for William M. Mercer, Inc. He lives in Ames, Iowa.

Table of Contents

Illustrations	xi
PART 1 INTRODUCTION
Traditional, Learning, and Developmental Organizations	3	(24)
Evolving to the Developmental Organization	5	(3)
Traditional Organizations	8	(6)
Learning Organizations	14	(7)
Developmental Organizations	21	(4)
Conclusion	25	(2)
The Developmental Organization Blueprint	27	(34)
The Change Process Model	28	(4)
The Developmental Organization Blueprint	32	(2)
Foundations of the Developmental Organization	34	(2)
State-of-the-Art Human Resource Practices	36	(5)
Barriers to Creating a Developmental Organization	41	(6)
Benefits of the Developmental Organization	47	(10)
Conclusion	57	(4)
PART 2 FOUNDATIONS OF THE DEVELOPMENTAL ORGANIZATION
Principles of Developmental Leadership	61	(34)
Leadership: The Navigator in the Eye of the Storm	62	(1)
Philosophy of Developmental Leadership: Servanship	63	(4)
Myths of Leadership	67	(1)
Roles and Responsibilities of Developmental Leaders	67	(1)
Developmental Leadership Assumptions	68	(1)
Ten Principles of Developmental Leadership	69	(16)
Conclusion	85	(10)
The Organizational System: Its Impact on Transformation	95	(28)
Elements of the Organizational System	98	(15)
Types of Consulting Activities	113	(1)
The Impact of the Organizational System on Work Design, Learning Systems, and Performance Coaching	114	(4)
Applying the Organizational Effectiveness Framework	118	(1)
Steps in Transforming an Organizational System	119	(2)
Conclusion	121	(2)
Organizational Readiness: Changing Roles and Responsibilities	123	(26)
Executives' Roles and Responsibilities	123	(5)
Managers' Roles and Responsibilities	128	(13)
Employees' Roles and Responsibilities	141	(3)
Conclusion	144	(5)
The Human Resource Department for the Twenty-First Century	149	(30)
Reengineering Human Resources	149	(1)
The Structure of the Human Resource Function	150	(1)
Activities and Expanded Services of the Human Resource Function	151	(1)
Improving Credibility through Partnerships	152	(4)
Strategies for Effective Human Resource Practice	156	(1)
Human Resource Professionals' Roles and Responsibilities	157	(15)
Outcomes of the Human Resources Function	172	(1)
Conclusion	173	(6)
PART 3 HUMAN RESOURCES PRACTICES
Human Resource Planning, Recruiting, and Selection	179	(28)
Human Resource Planning	182	(3)
Identifying Human Resource and Organizational Needs	185	(3)
Job Analysis	188	(4)
Recruitment	192	(6)
Selection	198	(1)
Orientation	199	(1)
Socialization	200	(3)
Placement	203	(1)
Linkage	204	(1)
Conclusion	204	(3)
The Learning and Change Process	207	(44)
Creating Learning-and-Change Partnerships	208	(3)
Identifying the Phases and Concepts of Learning and Change	211	(4)
Preparing for Learning and Change	215	(8)
Information Exchange	223	(9)
Knowledge Acquisition and Practice	232	(5)
Transfer and Integration	237	(5)
Accountability and Recognition	242	(1)
Applying the Learning and Change Process Model	243	(4)
Conclusion	247	(4)
Career Development Strategies	251	(28)
The Relationship between Individual and Systems Approaches to Organizational Renewal	251	(1)
What Are Human Resources?	252	(1)
What Is Development?	253	(3)
What Is Organizational Development?	256	(4)
What Is Career Development?	260	(5)
The Myth of Fixing Employee Weaknesses	265	(1)
Identifying Strengths	266	(6)
Building on Strengths	272	(2)
Managing Weaknesses	274	(2)
Conclusion	276	(3)
Performance Management	279	(28)
Why Employees Fail to Achieve Desired Business Results	280	(5)
Performance Alignment	285	(11)
Achieving Performance Greatness	296	(7)
Conclusion	303	(4)
Developmental Compensation and Rewards	307	(28)
Traditional Compensation and Rewards	307	(3)
Building a Developmental Compensation and Rewards Program	310	(7)
Establishing Developmental Goals	317	(1)
Steps in Building a Developmental Compensation and Reward Program	318	(8)
Developmental Organization Compensation and Reward Strategies	326	(6)
Conclusion	332	(3)
PART 4 THE DEVELOPMENTAL ORGANIZATION BLUEPRINT IN ACTION
Building the Developmental Organization	335	(8)
Guiding Principles of the Developmental Organization	335	(4)
Outcomes of the Developmental Organization	339	(4)
Fifteen Steps for Building a Developmental Organization	343