Developing corporate competence: a high-performance agenda for managing organizations
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Aldershot u.a.
Gower
1995
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XX, 265 S. graph. Darst. |
| ISBN: | 0566076705 |
Internformat
MARC
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| 100 | 1 | |a Tate, William |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Developing corporate competence |b a high-performance agenda for managing organizations |c William Tate |
| 264 | 1 | |a Aldershot u.a. |b Gower |c 1995 | |
| 300 | |a XX, 265 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
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| 338 | |b nc |2 rdacarrier | ||
| 650 | 7 | |a Organisatieontwikkeling |2 gtt | |
| 650 | 4 | |a Executive ability | |
| 650 | 4 | |a Industrial management | |
| 650 | 4 | |a Organizational effectiveness | |
| 650 | 4 | |a Performance | |
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Datensatz im Suchindex
| _version_ | 1804125118574624768 |
|---|---|
| adam_text | CONTENTS
?
Figures be
Preface xi
Acknowledgements . xix
PART ONE: MODELS, CONCEPTS AND DEFINITIONS
1. Developing a Model Foundation 3
Introduction — Managerial competence versus corporate
competence — A hierarchy of management competence —
Management development versus manager development
— Development effectiveness — A new mission for
development — Practical mission statements — References
— Appendix: Sample mission statements
2. To Train or to Educate? That is the Question 27
Introduction — Separating training from education —
Freedom to learn — Training or indoctrination — Training
versus education how much? — Developers
accountabilities — National training trends — Systematic
training versus integrated learning — References
PART TWO: ANALYSING NEEDS AND DIAGNOSING PROBLEMS
3. Establishing Managers Development Needs 43
Introduction — Identifying the client — Appraisal based
diagnosis — The problem manager —Job person
matching using competencies — Coping with competency —
Working with other cultures — References
4. Diagnosing Organizational Needs 61
Introduction — The gut response — The organization s
shadow side — Poor quality and low productivity —
V
Vi DEVELOPING CORPORATE COMPETENCE
Training needs analysis in perspective — Gathering data —
Beliefs about training for organization change —
Organization diagnosis model — References
PART THREE: INTERVENTIONS, METHODS AND ACTIONS
5. Choosing Development Interventions 79
Introduction — Using action learning — Using process
consulting — Team building and development — The risks
of consensus — References —Appendix: Organizational
fitness questionnaire for action learning
6. Managing Performance 95
Introduction — Managing good and poor performers —
Formal performance appraisal — Management practices —
Setting objectives — Managers results versus practices —
Incentives versus rewards — Performance related pay —
Appraising teams — Where to review careers —
Development reviews — Feedback sources — Appraising
appraisal — References — Appendix A: Example of
management practices in an appraisal scheme — Appendix
B: Sample format for development planning in
performance appraisal
7. Refocusing Career Management 123
Introduction — Managing losers as well as winners —
Less emphasis on jobs — Recruiting managers — Managing
experience — Use of career planning techniques — A role
for career management — References
PART FOUR: WORKING TO DEVELOP THE ORGANIZATION
8. Linking Development to Organization Performance 137
Introduction — Access problems for developers — Links
with organization and business performance —
Implications for developers — MCI s senior management
standards — Models for organizational performance —
Describing the organization context for development —
Identifying and stating the norms — References —
Appendix: The role of training in organization development
9. The Fall and Rise of the Organization 159
Introduction — Understanding entropy — The roots of
bureaucracy — Rules and regulations — Management by
manual — Bureaucracy and trade union power —
Bureaucracy in empowered times — Waging war on
CONTENTS Vii
bureaucracy — Redesigning bureaucracy — Administration
versus managing — Keeping the checkers in check —
References
10. Creating a Positive Environment 183
Introduction — Some definitions — Distinguishing climate
from culture — Measuring the climate — Changing the
climate or the culture — Promoting a development culture
— Culture types — References
11. Building a Learning Organization 197
Introduction — What is a learning organization? — How
does the organization itself learn? — Steps along the
journey — What can developers do? — A training or
learning culture — Do we have any learning organizations?
— References —Appendix: Learning climate questionnaire
PART FIVE: STRATEGIES FOR THE FUTURE
12. Forming a Development Strategy 221
Introduction — Strategies and strategic behaviour —
Towards a new development paradigm — Development
issues and options — Conducting training strategy reviews
— How best to structure training activity — Adopting a
new agenda — Supervising the developers — External
initiatives — References
13. Developing the Organization to Be 245
Introduction — Developing a more open system —
An organization which is — Modelling openness —
Towards more ethical development — An ethical aim for
business — References
Index 257
FIGURES
?
1.1 Hierarchy of management competence 7
1.2 Levels of maturity of organizational management
development 9
1.3 False real learning material continuum 16
1.4 Development effectiveness matrix 17
1.5 Development activities matrix 18
2.1 Systematic training: some underlying values and
assumptions 35
2.2 Integrated learning: some underlying values and
assumptions 37
2.3 Examples of learning paradigms 39
3.1 Individual performance problems: key diagnostic
questions 51
4.1 The rational and non rational face of organizations 64
4.2 Analysis of rational and shadow factors at Whitemoor
Prison 67
4.3 Examples of hard and soft data gathering 72
4.4 Beliefs about training for organization change 74
4.5 Prometheus strategic change diagnostic model 75
51 Improving teamwork: soul searching questions 87
6.1 Ongoing performance management of good and
poor performers 97
6.2 Managers performance appraisal: possible objectives 102
6.3 Managers performance appraisal: sample questions 115
7.1 A role for career management 132
8.1 My biggest mistake 140
8.2 Egan s model A 148
ix
X DEVELOPING CORPORATE COMPETENCE
8.3 Description of components in the Burke Litwin
model 150
8.4 A model of organizational performance and change 151
8.5 Example of organization context for development 153
8.6 Examples of norms which may need challenging and
changing 154
9.1 The need for organizational renewal: some signs of
entropy 162
9.2 The manager s mind set: managerial and
administrative stereotypes 179
10.1 Establishing climate: possible areas to question 186
10.2 The transactional factors 188
10.3 The transformational factors 189
10.4 The feel of the four cultures 192
10.5 Some of the ways in which cultures empower and
disempower employees 193
10.6 Achieving balance in organizations 194
11.1 Learning organization assumptions: a people first
approach 202
11.2 Organizational learning practices 202
11.3 Organizational factors which facilitate or inhibit
learning 206
11.4 IPD s characteristics of a continuous development
culture 207
11.5 Learning organization: descriptive framework 208
11.6 Claimed examples of learning organizations 213
12.1 Examples of implicit and explicit British Airways
strategies a personal view 223
12.2 Forming strategies for development: a ten point plan 228
12.3 Towards a new development paradigm 229
12.4 Developing the organization s management: issues
and options 230
12.5 Reviewing training strategy: critical agenda questions 232
12.6 How to get started on a new agenda: ten practical tips
for developers 237
12.7 Checklist for chief executives to supervise their
developers 239
12.8 External initiatives: suggested multiple action plan 243
13.1 Patterns of open and closed organizations 248
132 Ten pointers to potential areas of ethical problems 251
13.3 An inclusive capitalism creed 254
|
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| id | DE-604.BV010642924 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T17:56:29Z |
| institution | BVB |
| isbn | 0566076705 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-007101293 |
| oclc_num | 31971508 |
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| owner_facet | DE-739 DE-188 |
| physical | XX, 265 S. graph. Darst. |
| publishDate | 1995 |
| publishDateSearch | 1995 |
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| spelling | Tate, William Verfasser aut Developing corporate competence a high-performance agenda for managing organizations William Tate Aldershot u.a. Gower 1995 XX, 265 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Organisatieontwikkeling gtt Executive ability Industrial management Organizational effectiveness Performance Führungskräfteentwicklung (DE-588)4196324-6 gnd rswk-swf Organisationsentwicklung (DE-588)4126887-8 gnd rswk-swf Organisationsentwicklung (DE-588)4126887-8 s Führungskräfteentwicklung (DE-588)4196324-6 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007101293&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Tate, William Developing corporate competence a high-performance agenda for managing organizations Organisatieontwikkeling gtt Executive ability Industrial management Organizational effectiveness Performance Führungskräfteentwicklung (DE-588)4196324-6 gnd Organisationsentwicklung (DE-588)4126887-8 gnd |
| subject_GND | (DE-588)4196324-6 (DE-588)4126887-8 |
| title | Developing corporate competence a high-performance agenda for managing organizations |
| title_auth | Developing corporate competence a high-performance agenda for managing organizations |
| title_exact_search | Developing corporate competence a high-performance agenda for managing organizations |
| title_full | Developing corporate competence a high-performance agenda for managing organizations William Tate |
| title_fullStr | Developing corporate competence a high-performance agenda for managing organizations William Tate |
| title_full_unstemmed | Developing corporate competence a high-performance agenda for managing organizations William Tate |
| title_short | Developing corporate competence |
| title_sort | developing corporate competence a high performance agenda for managing organizations |
| title_sub | a high-performance agenda for managing organizations |
| topic | Organisatieontwikkeling gtt Executive ability Industrial management Organizational effectiveness Performance Führungskräfteentwicklung (DE-588)4196324-6 gnd Organisationsentwicklung (DE-588)4126887-8 gnd |
| topic_facet | Organisatieontwikkeling Executive ability Industrial management Organizational effectiveness Performance Führungskräfteentwicklung Organisationsentwicklung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007101293&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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