Managing the New Organisation: Collaboration and Sustainability in the Postcorporate World
Helps managers to share the experiences, problems and approaches of others who are exploring similar new managerial worlds. This revised second edition has been extensively updated to look more closely at leadership and socially sustainable organisation. Author Limerick from Griffith University, Queensland.
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action learning appreciative inquiry argues assumptions Australian autonomous basic become behaviour challenges chapter collaborative individualism companies competitive concept context contingency theory corporatism create Crotonville decentralised discontinuity disorganised capitalism divisional Drucker economic efficiency emergence employees empowerment environment example focus Fourth Blueprint managers Fourth Blueprint organisations functional global groups Harvard Business Review hierarchy human identity important industry integration issues Kanter knowledge leaders leadership levels lifestream Limerick loosely coupled loosely coupled systems management theory managerial matrix meaning ment metastrategic microstrategy mindset move network organisations organisational choice organisational forms paradigm participants perspective political postcorporate organisation postcorporate world postmodern proactive problems production psychological contract punctuated equilibrium recognised relationships requires responsibility role Second Blueprint shared Silicon Forest skills socially sustainable society specialised strategic management systems of action thinking Third Blueprint transformational transformational leadership understand vision workers workplace
Page 33 - The leadership and other processes of the organization must be such as to ensure a maximum probability that in all interactions and all relationships with the organization each member will, in the light of his background, values, and expectations, view the experience as supportive and one which builds and maintains his sense of personal worth and importance.
Page 177 - Organization development (OD) is a response to change, a complex educational strategy intended to change the beliefs, attitudes, values and structure of organizations so that they can better adapt to new technologies, markets, and challenges, and the dizzying rate of change itself (Bennis, 1969, p.
Page 21 - We are going to win and the industrial west is going to lose out: there's nothing much you can do about it, because the reasons for your failure are within yourselves.
Page 3 - The process that has come to be called "globalization" is exposing a deep fault line between groups who have the skills and mobility to flourish in global markets and those who either don't have these advantages or perceive the expansion of unregulated markets as inimical to social stability and deeply held norms. The result is severe tension between the market and social groups such as workers, pensioners, and environmentalists, with governments stuck in the middle.
Page 177 - In the behavioral science, and perhaps ideal, sense of the term, organization development is a long-range effort to improve an organization's problem-solving and renewal processes, particularly through a more effective and collaborative management of organization culture...
Page 177 - ... culture — with the assistance of a consultant-facilitator and the use of the theory and technology of applied behavioural science, including action research.
Page 10 - ... professional' matters that can safely be left to the 'educator'. (Drucker, 1995, pp. 204-5) He sets six priority tasks for society in the twenty-first century, and three of these involve knowledge and education: • We will have to think through education — its purpose, its value, its content. We will have to learn to define the quality of education and the productivity of education, to measure both and manage both (p. 236). • We need systematic work on the quality of knowledge and the productivity...
Page 34 - It can be concluded, therefore, that management will make full use of the potential capacities of its human resources only when each person in an organization is a member of one or more effectively functioning work groups that have a high degree of group loyalty, effective skills of interaction, and high performance goals.
Page 199 - The quest for community will not be denied, for it springs from some of the powerful needs of human nature — needs for a clear sense of cultural purpose, membership, status, and continuity. Without these, no amount of mere material welfare will serve to arrest the developing sense of alienation in our society and the mounting preoccupation with the imperatives of community. To appeal to technological progress is futile.