Cover image for Organization 21C :  someday all organizations will lead this way
Title:
Organization 21C : someday all organizations will lead this way
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ISBN:
9780130603142

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30000010019652 HD57.7 C52 2003 Open Access Book Advance Management
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30000010019653 HD57.7 C52 2003 Open Access Book Advance Management
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Summary

Summary

Organization 21C: Someday All Organizations Will Lead This Way brings together 19 all-new essays by the world's leading management thinkers, covering every key driver of organizational success: leadership, process, people, and organizational design. You'll find breakthrough ideas and practical solutions for virtually every tactical and strategic challenge you face. Key topics include: James Champy's X-engineering, Total Rewards Management, the "New Boardroom," the changing nature of power and influence, building workable hierarchies and sustainable organizations, and new best practices for leading change.


Author Notes

SUBIR CHOWDHURY is Executive Vice President of the American Supplier Institute. Hailed by The New York Times as "leading quality expert," he is the best-selling author of Management 21C: Someday We'll All Manage This Way , The Talent Era , and The Power of Six Sigma (all from Financial Times Prentice Hall). His works are cited frequently in the national and international media.

The thought leaders and visionaries are:

Derek F. Abell Michael Beer Richard E. Boyatzis David L. Bradford W. Warner Burke James A. Champy Allan R. Cohen Jay Conger Samuel A. Culbert Christopher M. DeRose Dexter Dunphy David Finegold Elizabeth Florent-Treacy Rob Goffee Robert L. Heneman Harvey A. Hornstein Gareth Jones Andrew Kakabadse Manfred F. R. Kets De Vries Edward E. Lawler III Nigel Nicholson Vladimir Pucik Edgar H. Schein Scott J. Schroeder Wendy K. Schutt Scott N. Taylor Noel M. Tichy Victor H. Vroom


Excerpts

Excerpts

Preface When I first undertook an international book project involving eminent thinkers around the globe, the first person I called was Richard (Dick) Beckhard, whom I had never met in person. Our meeting on the phone never ended; he challenged my thoughts, inspired me during the project, and supported me continuously. After two years, when the manuscript forManagement 21Cwas finally finished, Dick was the first person who reviewed it, and wrote me in a hand-written note: "The book has the fascination of a good novel-plus exposure to the ideas of many of our best futurists. I recommend it to organization leaders, consultants, and academics working on this critical issue for all of us." Dick was so happy about the book that we decided to meet for the first time in New York in January 2000. In December 1999 I returned home from a 40-day book tour in Europe and Asia, and a card was waiting for me that left me speechless for a few minutes. Alas, I would never have the chance to meet my friend and mentor Dick Beckhard. On that night, while reading many of Dick's books randomly, many thoughts emerged: How can I pay tribute to Dick? Where have Dick's works had the major impact? People or organizations? Will people search the organization or will the organization search the people? All these scattered thoughts inspired the birth ofOrganization 21C. The book you are reading is a gift of collective great minds around the world. This is a true global venture. Australia to America, France to The Netherlands, Britain to Switzerland-from three continents, the very best contemporary organizational behavior thinkers have decorated every page of this book.Organization 21Cbrings together visions for the 21st-century organization in one concise book, allowing the reader to understand the changes going on now and what to expect in the future. InOrganization 21C, you can read any chapter at any moment, rather than reading cover to cover. With a vivid description of the emerging global rise, cultures, and people,Organization 21Cwill intrigue, provoke, encourage, and above all, change everyone who reads it. In its introductory chapter you will discover the future of organization and its winning strategy by leveraging talent. In the first part, read and discover global, world-class, and situational leadership. Part 2, "21C Processes," introduces X-engineering, the power of hierarchy, total rewards management, and shareholder value. This part ends with the rebirth of Organizational Development. Part 3 takes the reader a tour of the boardroom, power and influence, framing, and emotional intelligence, and ends with tips on how to manage the human animal in organizations. In the final part, the sustainability of organizations, organizational culture, and leading organizational change inspire the reader to rethink the 21C organization and also prepares the reader for the future by building organizational fitness. Organization 21Cis for those who inspire others, are peoplistic rather than individualistic, celebrate diversity, constantly search for the dream, and want to reshape the globe of tomorrow. Organization 21C was created to help other people, and it also creates a helping attitude among people. I am extremely proud to announce that every penny of the author's royalties will be donated worldwide in the memory of our friend and mentor Dick Beckhard. Our mission will be successful if you will join us in fulfilling the dream of enhancing Dick's works around the globe. -Subir Chowdhury Novi, Michigan Christmas 2001 email: subir.chowdhury@asiusa.com Excerpted from Organization 21C: Someday All Organizations Will Lead This Way by Subir Chowdhury All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.

Table of Contents

Preface
Acknowledgments
1 Toward the Future of Organization
Organizational Winning Strategy by Leveraging Talent
Talents versus Knowledge Workers
Talent Management System
Challenging the Environment
I 21C Leader
2 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
3 Developing Global Leaders
What Is Global Mindset? Mapping Global Mindsets
Developing Global Mindset through HR Strategies
Implementing Global Mindset
4 World-Class Leadership for World-Class Teams
Views of Leadership
Born-to-Lead School
Self-Development School
Discretionary Leadership
Diversity
World-Class Leadership Means World-Class Teams
Promoting a Shared Philosophy
Conclusion
5 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
Conclusion
II 21C Process
6 From Reengineering to X-Engineering
Inefficiencies and Opportunities Are Exposed
Owens and Minor, The Quiet Giant
X-Engineering Principles
7 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?
8 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
9 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
10 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
III 21C People
11 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
12 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
Conclusions
13 FramingIt's Either Us or Them
The Bottom Line
Us in the Future
Affirming Employees: Moving to Us from Them
14 Developing Emotional Intelligence
Can a Person Grow and Develop their Talent? Self-Directed Learning
Concluding Thoughts
15 What Stays the Same
The ChallengeManaging the Human Animal in t