MARC Record from Marygrove College

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050 00 $aHD58.82$b.B43 2000
082 00 $a658.4/063$221
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049 $aMAIN
100 1 $aBelasen, Alan T.,$d1951-
245 10 $aLeading the learning organization :$bcommunication and competencies for managing change /$cAlan T. Belasen ; foreword by Michael V. Fortunato.
260 $aAlbany, N.Y. :$bState University of New York Press,$c©2000.
300 $axxvi, 503 pages :$billustrations ;$c24 cm
336 $atext$btxt$2rdacontent
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490 1 $aSUNY series, human communication processes
504 $aIncludes bibliographical references (pages 431-449) and index.
505 0 $aLeading the learning organization : Style and approach ; Intellectual niche and philosophical predicament ; Theoretical basis: Competing Values Framework ; Plan of the book -- 1. Integrating management paradigms: the Competing Values Framework : The rationalistic and humanistic approaches to management ; Polar relationships ; TQM philosophy ; Competing Values Framework (CVF) ; The significance of the Competing Valuesf ramework ; Using the CVF to communicate leadership roles and responsibilities ; Avoiding the trap of excess: the key to effective interpersonal communication ; Communication audits using the Competing Values Framework ; Assessments at the personal level: self-understanding ; Assessments at the vertical level: communication audits in banking, telecommunications, power lab, and dining services ; Banking ; Telecommunications ; Power lab ; Dining services ; Summary: Managerial roles and contextual factors ; Assessments at the lateral level ; Using the Competing Values Framework to audit and clarify message orientations ; Conclusions: Improving organizational communication -- pt. I. Strategic change. 2. Adjusting to the environment: adaptive responses and organizational change : Change before the environment changes ; How the mighty have fallen! ; Environmental uncertainty and the congruence principle ; Strategic responses to environmental uncertainty ; Open systems and boundary spanning ; Environmental scanning ; Reorganizing ; Adaptive responses of quasi-governmental and utility organizations ; Trust them! A bottom-up approach to change ; Adaptation: leadership challenges -- 3. Linking the organization: information technology and networking : Telecommuting, telecenters, and organizational productivity ; The human dimension ; Building external networks ; New challenges for the broker ; Linking the organization effectively.
505 0 $apt. II. Continuous improvement. 4. Managing the value-based organization: horizontal structures and cross-functional teams : Empowerment and involvement ; Dimensions of effective employee involvement ; Team leaders: the key to quality ; Organizational leadership and empowerment ; Moving toward horizontal management ; Leadership in horizontal structures ; Decentralized, team-based organizations ; Teams and teamwork: shift of emphasis ; Cross-functional team design ; Self-managed teams ; Quality circles ; Multifunctional teams ; Effective team development ; High-speed communications ; Moving toward team-based organizations: principles and applications ; Sources of motivation in horizontal organizations ; Principles of effective coaching ; Value-based organizations and leadership roles -- 5. Organizing around processes and outcomes: quality programs and reengineering : Strategic level ; Mission statement ; Operative level ; Operational level ; Cross-functional teams and market-based forms of organizing ; Broadbanding: organizing around core competencies ; Management responsibility: taking care of processes ; Business process reengineering ; Principles of reengineering ; Reengineering, paradigmatic constraints, and the role of leadership ; Quality improvement and process reengineering ; Return on quality ; Total Quality Management: some potential limitations ; The GAO Report on the Impact of TQM on Performance ; TQM, Baldridge Criteria, and ISO 9000 ; Quality improvement: one size does not fit all ; Conclusions -- pt. III. Managerial leadership. 6. Living with corporate downsizing: the hypereffective manager : The downside of downsizing ; Training and technical support ; Survivor syndrome ; Loss of organizational energy: corporate anorexia ; Loss or organizational memory: corporate amnesia ; Changing strategies rather than cutting personnel ; Preemptive strategy ; Middle managers: the "in-group" ; Middle management traditional roles ; Middle management transitional roles ; Adopting transformational roles ; Becoming hypereffective ; New challenges for HR professionals ; The role of senior managers ; Conclusion: Working smarter by developing new competencies.
505 0 $a7. Leading self-managed teams: roles and communication : The organizational context for self-managed teams ; The nature of self-managed teams ; SMTs as high-performance teams ; Performance measures ; Not leaderless teams ; Misfit of current leadership theories ; Leadership in SMTs as an emergent network ; Need for an altered approach ; Competing Values Framework of leadership effectiveness ; Manifestation of Quinn's leadership roles in the behaviors of members in SMTs ; Playing the roles effectively in SMTs ; Leadership roles and communication media in SMTs ; Enactment of the leadership roles ; SMTs operating in a distribution center ; Analysis and results ; Self-managed teams in action ; Implications for management and team leadership ; Conclusions: The significance of self-management -- pt. IV. Learning and development. 8. Enhancing organizational learning: communication strategies and methods : Incremental versus breakthrough learning ; Acquiring, accessing, and revising knowledge ; Enhancing organizational learning: communication, strategies, and developmental approaches ; Facilitating learning: internal networks and communication processes ; Horizontal structures, learning and communication processes ; Improving learning: linking programs ; Benchmarking ; Problem-solving communication ; The flow chart ; Fishbone diagram, Pareto analysis, histogram, interrelationship digraph ; The storyboard ; Deming's fourteen principles and the learning cycle ; Radar feedback to enhance learning ; Learning to deal with paradoxes ; The Competing Values Framework as a training intervention ; Measuring learning ; Pursuing meta-learning: GE's success story ; Work-out ; Communicate objective performance standards ; The boundaryless organization and leadership roles ; Communicating the vision ; Best practices ; Accelerating learning: Kaizen ; Promoting learning through culture, values, and ideology ; GE value statement: business characteristics ; GE value statement: individual characteristics ; Learning from GE ; Conclusion: Facilitating learning and change.
505 0 $a9. Learning to learn: competency education for management development : Models of cooperation ; Relevance and accountability ; A customer-focused approach to management learning and education: a competency-based MBA ; Adult learning and management education ; Particular frame of reference ; Psychological differences/needs ; Aptitude and perceptions ; Cognitive factors ; The significance of writing skills ; Enabling mechanisms and strategies ; Management education and distance learning: FORUM ; Validation of prior learning ; Outcome assessment ; Competency-based management education ; Individually focused ; Value-added ; Outcome oriented ; Competing Values Framework as a competency model ; Competency-based management program: model building ; The structure of FORUM's competency-based program ; Preassessment ; 8 x 3 competencies by role ; Postassessment ; Summary: Learning and competence in management education ; Conclusions: Developing managerial competencies and the mentor role -- 10. High-performance leadership: initiating transformational learning : Exemplary leadership ; Learning and benchmarking ; A matrix structure that works! ; Building corporate loyalty: merging cultures ; Global managers: mindsets and competencies ; High-speed management ; Competencies and capabilities ; Developing future leaders ; The significance of diagonal communication ; Managerial leadership: values and skills ; The power of inner capabilities ; Transforming abilities and competencies ; Exemplary high-performance leadership ; The making of the hypercompetitive company ; Learning and transformation ; The revolution of GE: doing it Jack's way! ; The importance of paradoxical skills ; Executive leadership: a model of the competing roles.
520 1 $a"Using examples from companies such as General Electric, IBM, Kodak, and ABB, Leading the Learning Organization integrates the latest advances in strategic change, managerial leadership, continuous improvement, and learning and development. Belasen provides views of how high-performance leaders use organizational learning to achieve breakthrough performance. He strongly argues that managers who avoid questioning their operating premises today will find themselves without market share tomorrow. Leading the Learning Organization is an examination of a variety of modern corporate issues."--Jacket.
590 $bInternet Archive - 2
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650 0 $aOrganizational learning$xManagement.
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830 0 $aSUNY series in human communication processes.
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856 41 $3Table of contents$uhttp://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008884722&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
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