Donald Anderson, Ph.D., speaks with the Dean of the School of Management at Regis University (Denver, CO) about the future of the field of organization development. Check out Donald’s book, Organization Development: The Process of Leading Organizational Change at Amazon.com: http://www.tinyurl.com/mkglsq
http://www.linkedin.com/in/donaldandersonod
Duration : 0:2:37
Learn how OnePlace can use project management and team collaboration features to increase the organization and communication of your business. For more information on OnePlace and how it can increase your business success, visit http://www.oneplacehome.com
Duration : 0:7:54
Charles Snow, the Mellon Foundation Faculty Fellow at Penn State’s Smeal College of Business, discusses the ideas within one of the most influential books in strategic management: “Organizational Strategy, Structure, and Process.” The book, which Snow co-authored in 1976, categorizes the various adaptations organizations make according to three types of problems—the entrepreneurial problem, the engineering problem, and the administrative problem.
Duration : 0:6:0
Transformational Leadership Series; Leadership Continuum.
Continuum theories or models explain variation as involving a gradual quantitative transition without abrupt changes or discontinuities. It can be contrasted with ‘categorical’ models which propose qualitatively different states.
In physics, for example, the space-time continuum model explains space and time as part of the same continuum rather than as separate entities. A spectrum in physics (e.g. of light) is often termed either a ‘continuous spectrum’ (energy at all wavelengths) or ‘discrete spectrum’ (energy at only certain wavelengths).
In psychology, theories of mental phenomena can propose discrete differences between individuals (e.g. everyone has certain personality traits and not others) or a continuum (e.g. everyone lies somewhere on a particular personality dimension). This can also apply to fields such as law or sociology or ethics in explaining or judging variation in human behavior.
In clinical psychology or psychiatry, categorical models seek to distinguish and define particular mental disorders or illnesses, whilst continuum or dimensional models propose that some people are more extreme than others on particular dimensions.
Leadership in organizations
[edit] Leadership in formal organizations
An organization that is established as an instrument or means for achieving defined objectives has been referred to as a formal organization. Its design specifies how goals are subdivided and reflected in subdivisions of the organization. Divisions, departments, sections, positions, jobs, and tasks make up this work structure. Thus, the formal organization is expected to behave impersonally in regard to relationships with clients or with its members. According to Weber’s definition, entry and subsequent advancement is by merit or seniority. Each employee receives a salary and enjoys a degree of tenure that safeguards him from the arbitrary influence of superiors or of powerful clients. The higher his position in the hierarchy, the greater his presumed expertise in adjudicating problems that may arise in the course of the work carried out at lower levels of the organization. It is this bureaucratic structure that forms the basis for the appointment of heads or chiefs of administrative subdivisions in the organization and endows them with the authority attached to their position. [3]
[edit] Leadership in informal organizations
In contrast to the appointed head or chief of an administrative unit, a leader emerges within the context of the informal organization that underlies the formal structure. The informal organization expresses the personal objectives and goals of the individual membership. Their objectives and goals may or may not coincide with those of the formal organization. The informal organization represents an extension of the social structures that generally characterize human life — the spontaneous emergence of groups and organizations as ends in themselves.[3]
In prehistoric times, man was preoccupied with his personal security, maintenance, protection, and survival. Now man spends a major portion of his waking hours working for organizations. His need to identify with a community that provides security, protection, maintenance, and a feeling of belonging continues unchanged from prehistoric times. This need is met by the informal organization and its emergent, or unofficial, leaders.[4]
Leaders emerge from within the structure of the informal organization. Their personal qualities, the demands of the situation, or a combination of these and other factors attract followers who accept their leadership within one or several overlay structures. Instead of the authority of position held by an appointed head or chief, the emergent leader wields influence or power. Influence is the ability of a person to gain co-operation from others by means of persuasion or control over rewards. Power is a stronger form of influence because it reflects a person’s ability to enforce action through the control of a means of punishment.[4]
Duration : 0:2:42
Dr Claudia Jonczyk ESCP Europe talks about her research into networking styles and the impact they can have on business. Claudia Jonczyk is Associate Professor of Organization Studies at ESCP Europe London campus and a visiting researcher at INSEAD. She teaches Organization and Management as well as Managing Change and Cross-Cultural Management.
Professor Jonczyk holds a Ph.D. in Organizational Behaviour from the University of Geneva and a Master of Science from University of St. Gallen, Switzerland. In the context of her doctorate on narrative approaches to organizational learning she was awarded the Swiss National Science Foundation Scholarship to spend 18 months as a visiting research fellow at MITs Sloan School in Cambridge, where she worked on the topics of knowledge management and organizational learning in high-risk industries. Professor Jonczyk has also taught at the University of Geneva, Switzerland and HEC Paris. She is author and co-author of several articles, research papers and cases on knowledge management, organizational learning and the use of case studies as pedagogical devices.
Of German origin, Claudia Jonczyk has worked as a strategy consultant for LEK Consulting in Germany and the UK and for Pricewaterhouse Coopers and the Geneva Knowledge Group in Switzerland. In her current research Claudia and two colleagues from INSEAD focus on questions of personal network development and career success in high performance service organizations in the audit, law and consulting sector.
Duration : 0:5:33
Short piece on new emerging business paradigm. Interview with Jeff Dunn, Dawna Markova and Richard Barrett, in Costa Rica at the CEO Leadership Summit.
Duration : 0:7:55
Session B.5: Going Global – The People Dimension of Organizational Transformation
*Speaker:
-Dick Kleinert, Principal, Deloitte
-Kent Lockhart, Director, Executive Development, The Walt Disney Company
-Young-Soon Kim, CEO, Credu
*Description:
New business and work force challenges are making HR and people issues more visible and important than ever. People-related challenges not technology, processes or strategy are often the most significant barriers to effective organizational transformation. This session will discuss global trends in structural transformation, related people and organizational challenges and some practical, proactive solutions to enhance organizational performance. Specific topics will include: Current global marketplace pressures (e.g., globalization, talent trends, increasing consumer power, and changing regulatory pressures), Related organizational transformation strategies (e.g., outsourcing, M&A, shared services), Associated human capital challenges and Pragmatic approaches to solving select challenges.
Duration : 1:33:21
Presentation cass business school – Organization Behaviour Project.
By
Egidio Messito
Louise Bang
Ali Keshavji
Stephen Massa
Gemma Satterthwaite
Michael Darriba
High resolution on: http://www.egidiomessito.co.uk/video/cassOB.html
Duration : 0:9:27
Erica Olsen from http:www.mystrategicplan.com details how and why you should perform a SWOT analysis as part of your organization’s strategic plan.
Duration : 0:5:22
Why is systemic change in business essential?