Introduction: Leading the Learning Organization

Style and Approach • Intellectual Niche and Philosophical Predicament • Theoretical Basis: Competing Values Framework • Plan of the Book

Chapter 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 Values Framework • 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

PART I. STRATEGIC CHANGE

Chapter 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

Chapter 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

PART II. CONTINUOUS IMPROVEMENT

Chapter 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

Chapter 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

PART III. MANAGERIAL LEADERSHIP

Chapter 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 of 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

Chapter 7. 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

PART IV. LEARNING AND DEVELOPMENT

Chapter 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

Chapter 9. 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 • 8x3 Competencies by Role • Postassessment • Summary: Learning and Competence in Management Education • Conclusions: Developing Managerial Competencies and the Mentor Role

CONCLUSION

Chapter 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

References
Index