Competing values leadership: creating value in organizations
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Cheltenham, UK [u.a.]
Elgar
2006
|
| Schriftenreihe: | New horizons in management
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references (p. 164 - 166) and index |
| Beschreibung: | VIII, 174 S. graph. Darst. |
| ISBN: | 1845427351 9781845427351 |
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| 300 | |a VIII, 174 S. |b graph. Darst. | ||
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Datensatz im Suchindex
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| adam_text | Contents
List of figures vi
List of tables viii
PART I VALUE CREATION
1 Introducing the competing values way of thinking 3
2 Clarifying the meaning of value 21
3 The quadrants in the Competing Values Framework 30
4 Tensions and trade offs: from either/or to both/and thinking 50
5 Creating value through new leadership behaviors 64
PART II TECHNIQUES FOR APPLICATION
6 Predicting value creation and financial performance 87
7 Measuring leadership competencies and organizational culture 111
8 Applying leadership levers for organizational change 134
9 Conclusions about the structure of value 156
References 164
Index 167
v
Figures
1.1 The relationship between leadership, effective performance, and
value creation 6
1.2 Core dimensions of the Competing Values Framework 7
1.3 Secondary dimensions of the Competing Values Framework
approaches to change 13
1.4 Secondary dimensions of the Competing Values Framework
levels of analysis 15
1.5 Core and secondary dimensions of the Competing Values
Framework 17
3.1 The Competing Values Framework culture, leadership, value
drivers, and effectiveness 32
3.2 Emphases of the four quadrants in the Competing Values
Framework 40
3.3 A map of the production function 41
3.4 A map of the new product development function 42
3.5 A map of the sales and marketing function 43
3.6 A map of the human resources function 44
3.7 The Compete versus Collaborate quadrants 45
3.8 The Create versus Control quadrants 46
3.9 Change in emphasis in competing values quadrants over
organization life cycles 48
4.1 The Boy Scout Law mapped on the Competing Values
Framework 57
4.2 A common entrepreneurial company life cycle 61
5.1 Two competing activities (the Collaborate and Compete
quadrants) 66
5.2 Two competing activities (anchored by extreme forms of
leadership behaviors) 67
5.3 Integrating competing activities 68
5.4 Autonomous engagement the integration of Collaborate and
Compete leadership behaviors 70
5.5 Practical vision the integration of Control and Create
leadership behaviors 73
5.6 Teachable confidence the integration of Control and Create
leadership behaviors 77
v;
Figures vii
5.7 Caring confrontation the integration of Collaborate and
Compete leadership behaviors 81
5.8 New leadership behaviors for creating value 83
6.1 An example of a concave function 89
6.2 An example of a convex function 90
6.3 Stock market performance versus competing values
performance 107
6.4 Sears performance on competing values dimensions relative to
industry average for the year 2000 108
6.5 Hewlett Packard performance on competing values dimensions
relative to industry average for the year 2000 109
7.1 An example of one leader s competency profile 119
7.2 An example of six organizational cultural profiles 121
7.3 An example of an organization s current culture and preferred
future culture 123
7.4 Examples of performance outcomes in each quadrant 130
7.5 Core elements in organizational change 132
8.1 Prescriptions for enhancing value through empowerment 137
8.2 Steps in process assessment 143
8.3 Steps in process analysis 144
8.4 Steps in process redesign 144
8.5 Rules for fostering innovation 147
8.6 Steps for creating sustained economic value 155
9.1 Negative zones associated with the Competing Values
Framework 157
Tables
6.1 Best and worst practices for concavity and convexity 93
6.2 Two types of empirical tests 95
6.3 Explaining variations in value, 1991 99 98
6.4 Predicting future changes in value, 1991 99 102
6.5 Competing values top 20 percent portfolio and its relative
performance 106
7.1 Relationships between leadership competency and
organizational performance 114
7.2 Competencies assessed in the leadership competencies survey 116
8.1 Relationships between activities and empowerment dimensions 138
8.2 Lean production processes 142
via
|
| adam_txt |
Contents
List of figures vi
List of tables viii
PART I VALUE CREATION
1 Introducing the competing values way of thinking 3
2 Clarifying the meaning of value 21
3 The quadrants in the Competing Values Framework 30
4 Tensions and trade offs: from either/or to both/and thinking 50
5 Creating value through new leadership behaviors 64
PART II TECHNIQUES FOR APPLICATION
6 Predicting value creation and financial performance 87
7 Measuring leadership competencies and organizational culture 111
8 Applying leadership levers for organizational change 134
9 Conclusions about the structure of value 156
References 164
Index 167
v
Figures
1.1 The relationship between leadership, effective performance, and
value creation 6
1.2 Core dimensions of the Competing Values Framework 7
1.3 Secondary dimensions of the Competing Values Framework
approaches to change 13
1.4 Secondary dimensions of the Competing Values Framework
levels of analysis 15
1.5 Core and secondary dimensions of the Competing Values
Framework 17
3.1 The Competing Values Framework culture, leadership, value
drivers, and effectiveness 32
3.2 Emphases of the four quadrants in the Competing Values
Framework 40
3.3 A map of the production function 41
3.4 A map of the new product development function 42
3.5 A map of the sales and marketing function 43
3.6 A map of the human resources function 44
3.7 The Compete versus Collaborate quadrants 45
3.8 The Create versus Control quadrants 46
3.9 Change in emphasis in competing values quadrants over
organization life cycles 48
4.1 The Boy Scout Law mapped on the Competing Values
Framework 57
4.2 A common entrepreneurial company life cycle 61
5.1 Two competing activities (the Collaborate and Compete
quadrants) 66
5.2 Two competing activities (anchored by extreme forms of
leadership behaviors) 67
5.3 Integrating competing activities 68
5.4 Autonomous engagement the integration of Collaborate and
Compete leadership behaviors 70
5.5 Practical vision the integration of Control and Create
leadership behaviors 73
5.6 Teachable confidence the integration of Control and Create
leadership behaviors 77
v;
Figures vii
5.7 Caring confrontation the integration of Collaborate and
Compete leadership behaviors 81
5.8 New leadership behaviors for creating value 83
6.1 An example of a concave function 89
6.2 An example of a convex function 90
6.3 Stock market performance versus competing values
performance 107
6.4 Sears performance on competing values dimensions relative to
industry average for the year 2000 108
6.5 Hewlett Packard performance on competing values dimensions
relative to industry average for the year 2000 109
7.1 An example of one leader's competency profile 119
7.2 An example of six organizational cultural profiles 121
7.3 An example of an organization's current culture and preferred
future culture 123
7.4 Examples of performance outcomes in each quadrant 130
7.5 Core elements in organizational change 132
8.1 Prescriptions for enhancing value through empowerment 137
8.2 Steps in process assessment 143
8.3 Steps in process analysis 144
8.4 Steps in process redesign 144
8.5 Rules for fostering innovation 147
8.6 Steps for creating sustained economic value 155
9.1 Negative zones associated with the Competing Values
Framework 157
Tables
6.1 Best and worst practices for concavity and convexity 93
6.2 Two types of empirical tests 95
6.3 Explaining variations in value, 1991 99 98
6.4 Predicting future changes in value, 1991 99 102
6.5 Competing values top 20 percent portfolio and its relative
performance 106
7.1 Relationships between leadership competency and
organizational performance 114
7.2 Competencies assessed in the leadership competencies survey 116
8.1 Relationships between activities and empowerment dimensions 138
8.2 Lean production processes 142
via |
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| spelling | Competing values leadership creating value in organizations Kim S. Cameron ... Cheltenham, UK [u.a.] Elgar 2006 VIII, 174 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier New horizons in management Includes bibliographical references (p. 164 - 166) and index Führung Corporate culture Leadership Organizational behavior Organizational change Organisationswandel (DE-588)4075693-2 gnd rswk-swf Unternehmenskultur (DE-588)4131484-0 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Wertorientiertes Management (DE-588)4776793-5 gnd rswk-swf Organisationskultur (DE-588)4115463-0 gnd rswk-swf Wertorientiertes Management (DE-588)4776793-5 s Unternehmenskultur (DE-588)4131484-0 s DE-604 Organisationswandel (DE-588)4075693-2 s Führung (DE-588)4018776-7 s Organisationskultur (DE-588)4115463-0 s DE-188 Cameron, Kim S. Sonstige oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015586036&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Competing values leadership creating value in organizations Führung Corporate culture Leadership Organizational behavior Organizational change Organisationswandel (DE-588)4075693-2 gnd Unternehmenskultur (DE-588)4131484-0 gnd Führung (DE-588)4018776-7 gnd Wertorientiertes Management (DE-588)4776793-5 gnd Organisationskultur (DE-588)4115463-0 gnd |
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| title | Competing values leadership creating value in organizations |
| title_auth | Competing values leadership creating value in organizations |
| title_exact_search | Competing values leadership creating value in organizations |
| title_exact_search_txtP | Competing values leadership creating value in organizations |
| title_full | Competing values leadership creating value in organizations Kim S. Cameron ... |
| title_fullStr | Competing values leadership creating value in organizations Kim S. Cameron ... |
| title_full_unstemmed | Competing values leadership creating value in organizations Kim S. Cameron ... |
| title_short | Competing values leadership |
| title_sort | competing values leadership creating value in organizations |
| title_sub | creating value in organizations |
| topic | Führung Corporate culture Leadership Organizational behavior Organizational change Organisationswandel (DE-588)4075693-2 gnd Unternehmenskultur (DE-588)4131484-0 gnd Führung (DE-588)4018776-7 gnd Wertorientiertes Management (DE-588)4776793-5 gnd Organisationskultur (DE-588)4115463-0 gnd |
| topic_facet | Führung Corporate culture Leadership Organizational behavior Organizational change Organisationswandel Unternehmenskultur Wertorientiertes Management Organisationskultur |
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