Beschreibung Work Matters: Consulting to Leaders and Organizations in the Tavistock Tradition. Work is complicated: It can be fulfilling and exciting, or disappointing and disruptive. We spend most of our adult lives at work; it shapes our identities and provides a context for our creativity and talents. It can be the source of great pleasure and of profound distress.In Work Matters, organizational consultant and Tavistock lecturer Francesca Cardona examines our changing relationship with work today. Drawing on case studies from a wide range of individuals and organizations, she considers the dynamics at play in our working lives. Cardona examines how to navigate times of transition, and the balance of power in the work place, while also addressing latent issues such as the effects of shame, the cost of ill-conceived organizational structures and tasks, the interface between the personal and the professional, and the managers most precious skill: the ability to be psychologically present. Finally, Cardona casts an eye on the consultants role in helping organizations move forwards in ways that are professionally and personally rewarding.Whether you are a business leader, manager, consultant or student, or simply interested in how your work affects you, Work Matters offers essential insights into an area that occupies so much of our lives.
Work Matters: Consulting to leaders and organizations in ~ In Work Matters, organizational consultant and Tavistock lecturer Francesca Cardona examines our changing relationship with work today. Drawing on case studies from a wide range of individuals and organizations, she considers the dynamics at play in our working lives. Cardona examines how to navigate times of transition, and the balance of power in the work place, while also addressing latent .
Work matters : consulting to leaders and organizations in ~ In Work Matters, organizational consultant and Tavistock lecturer Francesca Cardona examines our changing relationship with work today. Drawing on case studies from a wide range of individuals and organizations, she considers the dynamics at play in our working lives. Cardona examines how to navigate times of transition, and the balance of power in the work place, while also addressing latent .
Work matters : consulting to leaders and organizations in ~ Get this from a library! Work matters : consulting to leaders and organizations in the Tavistock tradition. [Francesca Cardona] -- "Work is complicated: It can be fulfilling and exciting, or disappointing and disruptive. We spend most of our adult lives at work; it shapes our identities and provides a context for our creativity .
Work Matters: Consulting to leaders and organizations in ~ In Work Matters, organizational consultant and Tavistock lecturer Francesca Cardona examines our changing relationship with work today. Drawing on case studies from a wide range of individuals and organizations, she considers the dynamics at play in our working lives. Cardona examines how to navigate times of transition, and the balance of power in the work place, while also addressing latent .
Work Matters : Consulting to Leaders and Organizations in ~ Work Matters : Consulting to Leaders and Organizations in the Tavistock Tradition, Paperback by Cardona, Francesca, ISBN 0367313189, ISBN-13 9780367313180, Like New Used, Free shipping in the US "Work is complicated: It can be fulfilling and exciting, or disappointing and disruptive. We spend most of our adult lives at work; it shapes our .
The Critical Few / Strategy& ~ Organizational culture is powerful — the best leaders know how to make use of it. The success of any transformation effort depends on whether and how leaders engage their culture. Culture, however, is different from other business topics: it is implicit rather than explicit, emotional rather than rational — that’s what makes it so hard to work with, but that’s also what makes it so .
Best Leadership Books: 8 Essential Reads You Need In Your ~ In this new book, Humble Leadership, Schein pairs up with his son and consulting partner, Peter, to explore what the senior Schein has long proclaimed is the other side of the culture coin .
LEADING FROM WITHIN: Building Organizational Leadership ~ leaders within the organization. It is not full of case studies or examples. Instead, it is a book of principles and practices meant to clarify the nature and role of building leaders and to provide a pragmatic approach for effectively creating a higher level of organizational leadership capacity.
Leading in the digital age / McKinsey ~ I hear new leaders of some organizations talk about the changes they are going to make, but they are doing no more than saying what their predecessors said. I know some of these organizations, and their resistance to change is difficult to confront. I call it “corporate obesity”—big, lumbering, complicated, sometimes paranoid, sometimes complacent organizations that will have to change.
Council Post: Four Tips For Constructing A Leadership ~ Leaders must know the science before they can paint the portrait of organizational success. Leadership development cannot be left to chance. Organizations should be proactive in setting goals .
Enterprise Results Platform / OKRs and Business Resilience ~ Align on results, coordinate purposeful work and enable accountability across distributed organizations.
Leadership behaviors and group creativity in Chinese ~ In seeking to understand the factors contributing to work group creativity in Chinese organizations, we explored the roles of two different leadership styles (transformational and authoritarian) that Chinese leaders play in group creativity through influencing internal group processes, i.e., collective efficacy and knowledge sharing among group members.
Leading agile transformation: The new capabilities leaders ~ Traditional organization design tends towards siloed hierarchies based on a reactive mind-set of authority. The relationship between leaders and teams is one of superior to subordinate. Designed for collaboration, agile organizations employ networks of autonomous teams. This requires an underlying creative mind-set of partnership, of managing by agreement based on freedom, trust, and .
Leadership - University College Dublin ~ Principal Consultant for Leadership and Management. Authenticity as a leader means aligning who you are with what you do. It means making sure that your actions live out your words: if you say something is important, this is reflected in how you spend your time. When we see authentic leaders, we see congruence – people who are consistent in their beliefs and who behave in a way that .
Understanding management and leadership styles ~ leadership styles Checklist 256 Introduction If managers are to be effective in their role it is important for them to think consciously about how they manage – what kind of management style suits them best and will work well in their team and organisation. Adopting an appropriate style helps managers to establish rapport, trust and respect, engage their team members and build good working .
How to help your employees own your strategy ~ These leaders recognize the importance of communication — of getting the message out to employees about where the organization is headed and why. To do so, they often default to the “cascade” approach: holding high-energy town hall meetings, posting on internal social media, writing executive blog posts on intranet pages, hosting lunch-and-learn sessions. They work hard to craft a .
Business & Technology Thought Leadership / Accenture ~ Accenture provides business & technology insights to help companies reinvent themselves with thought leadership while seizing new opportunities. Learn more.
WHAT IS LEADERSHIP? - Ross School of Business ~ standards to assess leadership. Our work shows that leadership matters because investors deeply care about quality of leadership but lack the tools to assess com-panies where they invest. Organization expectations Leaders create organizations that turn strategic aspirations into sustained actions. When asked what companies they admire,
Digital transformation: Why it's important to your ~ Organizations need to evolve to address the changing business landscapes. Ideally IT spending is driven by the need to meet business requirements. Business leaders want IT to be focused on .
The Self-Managing Organization : How Leading Companies Are ~ Business consultants Ronald Purser and Steven Cabana argue that it's time for democracy to replace bureaucracy at work. In The Self-Managing Organization, they warn that high-tech, knowledge-based businesses perform best with the flexibility, creativity, and information sharing that come with more freedom on the job."We need the real medicine now: democracy at work," write the authors .
Holacracy - Evolve Your Organization ~ Imagine if your organization had one “rule book” that everyone referred to, including the CEO. Holacracy is not a set of aspirational principles — it offers a concrete, actionable rule-set. The rules won’t tell you how to structure your organization. They provide a framework that helps you customize the specific processes you need for .
How technology and changing business models are impacting ~ Adapting traditional business models for an increasingly fragmented LNG industry. By Andrew Slaughter, Director for the Center for Energy Solutions . The liquefied natural gas (LNG) industry underwent dramatic changes over the last ten years and is expected to transform further in the next ten. Amidst the various market changes, what clearly stands out is the increased LNG demand and supply .
: Requisite Organization: A Total System for ~ Requisite Organization: A Total System for Effective Managerial Organization and Managerial Leadership for the 21st Century - Kindle edition by Jaques, Elliott. Download it once and read it on your Kindle device, PC, phones or tablets. Use features like bookmarks, note taking and highlighting while reading Requisite Organization: A Total System for Effective Managerial Organization and .
Culture Management / Partners in Leadership ~ World-class organizations create a lasting, sustainable culture by giving regular attention to diagnosing the status quo, developing a game plan to address problems, and deploying this game plan across the organization. This repeatable three-step process is just the beginning of good culture management.
Change Agents: The Who, What, Where, When, Why and How ~ One mistake we see too often is leaders make their selections based on who is available or who is the most technically knowledgeable, rather than on who has the right skills to influence others. Typically, subject matter experts who have technical expertise are automatically assumed to also have implementation expertise. Not so! Based on our 30+ years in the Change Management Consulting .