Leading the Learning Organization: Communication and Competencies for Managing Change(SUNY series, Human Communication Processes)

Provides students, executives, and managers with vital resources to lead their organizations to higher levels of performance.

Table of Contents:
List of Illustrations List of Tables Foreword Acknowledgments 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

About the Author :
Alan T. Belasen is Professor of Management and Organizational Communication at Empire State College-State University of New York.

Review :
"In order to maintain competitive advantage in rapidly growing markets, today's business professionals must expect and effectively manage changing paradigms. Leading the Learning Organization equips readers with a plan to succeed through invaluable strategies and real-world examples." - Robert Lento, Senior Vice President of Sales and Marketing, Convergys Corporation "Belasen outlines in great detail the cognitive and behavioral principles of communication-based high-performance leadership. This book is clearly written, interesting to read, and provides insights from more than one hundred organizations." -- Branislav Kovacic, editor of New Approaches to Organizational Communication "Leading the Learning Organization, while written with a broad audience in mind, has exceptional relevance for the healthcare industry. It is a valuable resource for leaders in healthcare organizations to help guide them through the tumultuous changes in our environment." - Richard Boehler, M.D., Vice President for Medical Affairs, St. Peter's Hospital, Mercycare Corporation "Belasen provides a very comprehensive introduction to the various approaches and techniques that have been used to reinvigorate organizations. I have seen few books of this type that do as good a job with as wide a range of sources." - Marshall Scott Poole, Texas A& M University