...Introduction Learning organizations is not a term familiar to many. The image that may appear in an individual’s mind when the term learning organization is mentioned may be that of a tutor, place of higher education, or even a church. While all of these could technically be defined as learning organizations, that is not the type of learning organization this paper explores. The learning organization literature that this paper explores is defined as the role of an institution in setting up a successful union of individuals to create learning to improve an individual and the institution as a whole (Calvert, Mobley, Marshall, 1994). This, of course, is a basic definition, and as the literature is explored, the reader quickly learns that learning organizations are as varied and diverse as the institutions within which they exist. The literature concerning learning organizations is also varied and diverse; ranging from simple, clear, and concise books and article to very detailed, in-depth, complex, and rigorous academic studies. Although the literature is exhaustive and at times overwhelming, by organizing the literature into common core areas, a reader can efficiently and effectively learn all there is to know about the learning organization, how to create a learning organization, and maintaining a successful learning organization. By thoroughly examining the literature in these three areas, an individual or institution will be able to thoroughly understand the entire...
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...U01a1 Future of Organizing BUS4012 July 13, 2013 What are some main points and theories discussed in the Margaret Wheatley interview? 1. Order Can Emerge Out Of Chaos 2. Information informs us and forms us 3. Relationships are all there is 4. Vision is an invisible field 5. In order to survive in a world of change and chaos, we will need to: A. Accept chaos as an essential process by which natural systems, including organizations, renew and revitalize them B. Share information as the primary organizing force in any organization C. Develop the rich diversity of relationships that are all around us to energize our teams D. Embrace vision as an invisible field that can enable us to recreate our workplaces and our world. To Wheatley, the clockwork universe presented by Newtonian physics is an adequate model in a static world that thrives on predictability. The hierarchical structures of modern organizations and contemporary models of leadership tend to reflect a mechanical Newtonian perspective. He argues that the turbulence of global society and culture is forcing organizations to realize that the models and habits developed for a stable environment may not work in a dynamic world. Imposing static and mechanical processes on an organization in a turbulent environment can submerge the organization until it implodes under pressure. A key challenge of applying the new sciences to leadership is that the relationships, forces, and waves that influence patterns of...
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...previously used the concept of leadership and management interchangeably. Leadership, clearly, was just “management—done better.” Second, good leadership was just a litany of actions: having a vision, good communication, open-mindedness, and so forth. Third, a major underlying assumption was that leadership came with the position one held—hence, one either “was” or “was not” a leader, depending on the position they hold. This view on all three fronts has completely changed. Leadership and management are two different concepts. Margaret Wheatley’s book, Leadership and the New Science, crystallized this difference for me (Wheatley, 2006). Wheatley’s insight was that leadership was a process, rather than a state (Wheatley, M., 2006). It is organic and ever evolving (Wheatley, 2006). It develops from within and radiates out to inspire others to solve problems according to their individual talents, instead of directing them to just follow orders (Wheatley, 2006). Leadership, in this respect, is establishing the playing field for organizational action, not directing it. If business were like football, leadership would be the field on which it is played and the rules of the game; management would be the decisions of the coach. Before I took the course, I focused entirely on the coach and what decisions I would make as the coach. Now, I realize there is a difference and focus on the broader game. Good leadership is more than just a series of actions—it is a personal orientation...
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...Virtual Management - a New Business Organization Paradigm JJ Murphy Negotiation Newsletter Calum Coburn Co Ltd ( private paper). This article discusses how traditional organizational management methods and structures are failing to adequately accommodate a complexity-based world view, which is characterized by discontinuous change, hyper competition and the exponential explosion of information science. Virtual organizational management is the needed change in the management paradigm. -------------------------------------------------------------------------------- This article argues that traditional management methods and structures are failing to adequately accommodate a complexity-based world view, which is characterized by discontinuous change, hyper competition and the exponential explosion of information science and shows how the management paradigm has been updated by the new era of the virtual structures. While the management structures and systems developed by such researchers as Weber, Fayol, Taylor and Drucker in the 19th and 20th centuries established a management paradigm which has endured up to the millennium, these "simple" structures and systems were more suited to a time when competition was slower, less aggressive, and characterized by long periods of stability, and when information science was in its embryonic or primordial stage. It is abundantly clear, however, that the arrival of the 21st Century demands a fundamental rethink, and the development of...
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...Contents Page Introduction Articles to Inform & Stimulate The Five Learning Disciplines Conversation & Tacit Knowledge Communities of Practice Teams Is Your Team Really a Team? The Five Levels of Teamwork How Do You Build Team Performance? What Kind of Team Player Are You? The Four Stages of Team Development Turning People On To Teamwork Rethinking Teams Some Questions for Team Reflection Will that be Leadership or Management? Leadership & Learning Blogs-Websites Leadership & Management Books Videos: Leadership & Learning Social Media and Networking Books Social Media and Networking Blogs About the Author 1 2 3 11 15 17 17 19 22 24 27 28 30 34 35 41 42 44 45 47 48 Introduction The rapidity of change, stemming from technology, an ageing workforce and globalization, is growing, exerting pressure on organizations to adapt. Traditional workplace practices are being questioned by Generations X and Y. Issues such as employee engagement, leadership and management practices, virtual teams, distributed work and alliances with stakeholders are being viewed through a new lens. As an aid to help you in your work and learning journey, this resource guide contains a diverse selection of information sources on leadership, management, personal mastery, team learning and more. I’ve read most of the books that are mentioned and am familiar with the websiteblogs. The guide begins with a series of short articles I’ve written over the past few years. These are intended to assist you reflect...
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...Chapter 18 Managers as Leaders Leaders in organizations make things happen. But what makes leaders different from nonleaders? What’s the most appropriate style of leadership? What can you do to be seen as a leader? Those are just a few of the questions we’ll try to answer in this chapter. Focus on the following learning outcomes as you read and study this chapter. LEARNING OUTCOMES 18.1 Define leader and leadership. 18.2 Compare and contrast early theories of leadership. 18.3 Describe the three major contingency theories of leadership. 18.4 Describe contemporary views of leadership. 18.5 Discuss contemporary issues affecting leadership. SPOTLIGHT: Manager at Work What is the difference between being a manager and being a leader? Are these terms synonymous? Management guru Peter F. Drucker once said, “Management is doing things right; leadership is doing the right things.” You might begin the study of Chapter 18 by asking your students for their perspectives on these questions and the quotation from Dr. Drucker. This chapter’s Spotlight: Manager at Work, looks at the legacy of Steve Jobs. In many ways, Jobs epitomizes the leader of a high tech company. How he was extremely charismatic and extremely compelling in getting people to join with him and believe in his vision. But also how he was despotic, tyrannical, abrasive, uncompromising, and a perfectionist. Jobs broke the rules of management and remade them to fit his vision. Students...
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...leadershipELAF 683 LEADERSHIP FROM THE BOARDROOM TO THE CLASSROOM: EFFECTIVE PRACTICES IN BUSINESS AND EDUCATIONAL LEADERSHIP Introduction Purpose and Direction for the Paper: This paper intends to discuss leadership from a business perspective leading to effective practices that are both documented in business and educational leadership. It will present a historical perspective on leadership from the kings of the 16th Century to a discussion on theory (administrative and leadership). The paper will transition to discuss effective practices and common characteristics of effective leaders tying the concepts from business thought to educational leadership. Finally, a discussion will be presented detailing current educational and economic trends for schools for the 21st century and a summary of the leadership that will be required. A Business and Educational Leadership Perspective: A Required Change Niccolo Machiavelli, the 16th century author of The Prince (1981), stated, “The whole Kingdom . . . is governed by one man; everyone else is his servant” (p. 22). Since its first printing in 1516, The Prince has been the inspiration for many managerial texts and has been utilized as a guide for leaders throughout the centuries, including several today. In a Machiavellian or so-called “top-down” managerial philosophy, a chief executive officer (CEO) defines and controls the power of the organization. The workforce serves the mission as determined by management, which oftentimes has...
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...RENAISSANCE LEADERSHIP Transforming Leadership for the 21st Century J. Martin Hays and Choule Youn Kim THE AUSTRALIAN NATIONAL UNIVERSITY Key Words: |Leadership |Management Education |Future Trends | |Leadership Development |The New Millennium |Leadership Competencies | ABSTRACT Conventional leaders and leadership of the past are insufficient to meet the demands of the 21st Century. As we enter the new millennium, our world is characterised by unprecedented complexity, paradox, and unpredictability. Change is rapid and relentless. Today’s leaders face demands unlike any ever before faced. Standard leadership approaches that have served us well throughout much of history are quickly becoming liabilities. Conventional wisdom regarding leadership and many of its habits must be unlearned. The strong, decisive, charismatic, and independent leader and leadership we have idealised, strived to be, depended upon, and longed for may prove counter-productive in the new millennium and undermine a sustainable future. The challenges and opportunities of the 21st Century call for a new type of leader and leadership, indeed an entirely new and different way of thinking about leadership and of developing future leaders. This paper explores the nature of the nascent millennium and the leader and leadership qualities and capabilities...
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...babout.indd 325 30/12/10 12:00 PM “Flawless Consulting is not just a practical, useful, and inviting book for practitioners. It’s all those things, but it’s also a book about some of the most vexing issues we face when consulting to organizations—issues of resistance, truth, doubt, vulnerability, and accountability. If you find yourself giving advice to people making choices, then this book is a must-have for you. Buy it today, use it tomorrow.” Jim Kouzes, award-winning coauthor of the best-selling The Leadership Challenge and The Truth About Leadership; Dean’s Executive Professor of Leadership, Leavey School of Business, Santa Clara University “Consulting at its best is about action and interaction, relationships and results. In a highly readable guide that is both inspirational and practical, Peter Block leads consultant and client together through a proven approach to realize their future.” Samuel R. Strickland, chief financial and administrative officer, Booz Allen Hamilton “. . . surpasses the high standards of relevance, clarity, and wisdom characteristic of previous versions. . . . Whether one’s consulting experience spans five years or fifty, there is a great deal in this new edition to prompt us to reflect upon our own practice and to discuss with colleagues.” Roger Harrison, independent consultant and author of Consultant’s Journey: A Dance of Work and Spirit and The Collected Papers of Roger Harrison “Peter Block has written a masterful third edition...
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...Chap1 Comparing Apples and Oranges The concept of “apples and oranges” relates to the consistency of anything that is compared with something else. Whenever you make a comparison in sentence, you have to make sure the things you compare are , in fact, comparable. Than ①主语比较 1. Because the Earth’s crust is more solid there and thus better able to transmit shock waves, an earthquake in the eastern United States will typically devastate an area 100 times greater than will a quake of comparable magnitude occurring in the West.(D-P35-9) 2.Local residents claim that San Antonio, Texas, has more good Mexican American restaurants than does any other city in the United States. (D-p78-14) 3.The guiding principles of the tax plan released by the Treasury Department could have even greater significance for the economy than do the particulars of the plan. (C-p8-6) 4. Because natural gas is composed mostly of methane, a simple hydrocarbon, vehicles powered by natural gas emit less of certain pollutants than those burning gasoline or diesel fuel. (C-p8-16) 5. The United States government employs a much larger proportion of women in trade negotiations than does any other government. (C-p22-8) 6. The pay of senior executives increased in 1990 by a larger percentage than did the wages of other salaried workers. (C-p67-5) 7. A newly developed jumbo rocket, which is expected to carry the United States into its next phase of space exploration, will be able to deliver a heavier load...
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...Seven Steps to a Successful Business Plan This Page Intentionally Left Blank Seven Steps to a Successful Business Plan Al Coke American Management Association New York • Atlanta • Brussels • Buenos Aires • Chicago • London • Mexico City San Francisco • Shanghai • Tokyo • Toronto • Washington, D.C. Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Tel.: 212-903-8316. Fax: 212-903-8083. Web site: www. amacombooks.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Library of Congress Cataloging-in-Publication Data Coke, Al. Seven steps to a successful business plan / Al Coke. p. cm. Includes bibliographical references and index. ISBN 0-8144-0648-3 1. Business planning. 2. Strategic planning. 3. Success in business. I. Title. HD30.28 .C6422 2001 658.4'012—dc21 2001033579 ©2002 Alfred M. Coke All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system...
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...Fourth Edition Financial Statement Analysis & Valuation Peter D. Easton University of Notre Dame Mary Lea McAnally Texas A&M University Gregory A. Sommers Southern Methodist University Xiao-Jun Zhang University of California, Berkeley Cambridge Business Publishers To my daughters, Joanne and Stacey —PDE To my husband Brittan, and my children Loic, Maclean, Quinn and Kay —MLM To my wife Susan, and my children Christian, Peter and Philip —GAS To my wife Sharon, my daughter Jasmine, and my parents 滕惠清 and 张祥林 —XZ Financial Statement Analysis & Valuation, Fourth Edition, by Peter D. Easton, Mary Lea McAnally, Gregory A. Sommers, and Xiao-Jun Zhang. COPYRIGHT © 2015 by Cambridge Business Publishers, LLC. Published by Cambridge Business Publishers, LLC. Exclusive rights by Cambridge Business Publishers, LLC for manufacture and export. ALL RIGHTS RESERVED. No part of this publication may be reproduced, distributed, or stored in a database or retrieval system in any form or by any means, without prior written consent of Cambridge Business Publishers, LLC, including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Student Edition ISBN 978-1-61853-104-9 Bookstores & Faculty: to order this book, call 800-619-6473 or email customerservice@cambridgepub.com. Students: to order this book, please visit the book’s Website and order directly online. Printed in...
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...[pic] FIRST ARMY EQUAL OPPORTUNITY REPRESENTATIVE COURSE STUDENT GUIDE TO CULTURAL AWARENESS INDEX LESSON TITLE PAGE 1 Philosophical Aspects of Culture SG- 3 C1 Native American Experience SG- 4 C2 White American Experience SG- 23 C3 Arab American Experience SG- 43 C4 Hispanic American Experience SG- 53 C5 Black American Experience SG- 76 C6 Asian American Experience SG-109 C7 Jewish American Experience SG-126 C8 Women in the Military SG-150 C9 Extremist Organizations/Gangs SG-167 STUDENTS ARE RESPONSIBLE FOR BEING FAMILIARIZED WITH ALL CLASS MATERIAL PRIOR TO CLASS. INFORMATION PAPER ON THE PHILOSOPHICAL ASPECTS OF CULTURAL DIFFERENCE Developed by Edwin J. Nichols, Ph.D. |Ethnic Groups/ |Axiology |Epistemology |Logic |Process | |World Views | | | | | |European |Member-Object |Cognitive |Dichotomous |Technology | |Euro-American |The highest value lies in the object |One knows through counting |Either/Or...
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...animal Books by Elliot Aronson Theories of Cognitive Consistency (with R. Abelson et al.), 1968 Voices of Modern Psychology, 1969 The Social Animal, 1972, 1976, 1980, 1984, 1988, 1992, 1995, 1999, 2004; (with J. Aronson), 2008 Readings About the Social Animal, 1973, 1977, 1981, 1984, 1988, 1992, 1995, 1999, 2004; (with J. Aronson), 2008 Social Psychology (with R. Helmreich), 1973 Research Methods in Social Psychology (with J. M. Carlsmith & P. Ellsworth), 1976 The Jigsaw Classroom (with C. Stephan et al.), 1978 Burnout: From Tedium to Personal Growth (with A. Pines & D. Kafry), 1981 Energy Use: The Human Dimension (with P. C. Stern), 1984 The Handbook of Social Psychology (with G. Lindzey), 3rd ed., 1985 Career Burnout (with A. Pines), 1988 Methods of Research in Social Psychology (with P. Ellsworth, J. M. Carlsmith, & M. H. Gonzales), 1990 Age of Propaganda (with A. R. Pratkanis), 1992, 2000 Social Psychology, Vols. 1–3 (with A. R. Pratkanis), 1992 Social Psychology: The Heart and the Mind (with T. D. Wilson & R. M. Akert), 1994 Cooperation in the Classroom: The Jigsaw Method (with S. Patnoe), 1997 Nobody Left to Hate: Teaching Compassion After Columbine, 2000 Social Psychology: An Introduction (with T. D. Wilson & R. M. Akert), 2002, 2005, 2007 The Adventures of Ruthie and a Little Boy Named Grandpa (with R. Aronson), 2006 Mistakes Were Made (But Not By Me) (with C. Tavris), 2007 Books by Joshua Aronson Improving Academic Achievement, 2002 The Social Animal To...
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...This page intentionally left blank Managerial Economics Managerial economics, meaning the application of economic methods in the managerial decision-making process, is a fundamental part of any business or management course. This textbook covers all the main aspects of managerial economics: the theory of the firm; demand theory and estimation; production and cost theory and estimation; market structure and pricing; game theory; investment analysis and government policy. It includes numerous and extensive case studies, as well as review questions and problem-solving sections at the end of each chapter. Nick Wilkinson adopts a user-friendly problem-solving approach which takes the reader in gradual steps from simple problems through increasingly difficult material to complex case studies, providing an understanding of how the relevant principles can be applied to real-life situations involving managerial decision-making. This book will be invaluable to business and economics students at both undergraduate and graduate levels who have a basic training in calculus and quantitative methods. N I C K W I L K I N S O N is Associate Professor in Economics at Richmond, The American International University in London. He has taught business and economics in various international institutions in the UK and USA, as well as working in business management in both countries. Cambridge, New York, Melbourne, Madrid, Cape Town, Singapore, São Paulo Cambridge...
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