Systems Leadership: Creating Positive OrganizationsThis book is concerned with how people come together to achieve a productive purpose. Human survival has always depended upon our ability to form and sustain social organisations. People have a deep need to be creative and to belong. By creating positive organisations we can fulfil these needs and build a worthwhile society. Such organisations do not occur by chance; a positive organisation is created by the hard work of leaders and members and influenced by the way the organisation is designed, especially its systems. All this needs to be based on an understanding of sound, general principles of behaviour. This book outlines that work; how to build a positive organisation in terms of general principles and practical examples. Understanding and applying this work requires discipline (not dogma) and creativity. The authors show the significant positive results that can be achieved and detail a range of case studies. Unlike some books which are based on goals, objectives or visions this book concentrates on how this can be achieved. The authors observed and engaged with what good leaders and members actually do and have endeavoured to distil the essence of productive relationships based on core, human values. This work has been applied in businesses, social service agencies, hospitals, city governments, national governments, armies, churches, public utilities, indigenous communities, schools and other unique organisations. It is intended to help leaders create more humane and productive organisations that can both meet their objectives and improve the human condition. It does so by presenting a coherent theory exemplified by numerous cases and practical experience. As more than one leader has commented, 'this stuff actually works'. The CD supplied with the book contains 11 case studies which look at the application of systems leadership techniques in a range of organisational contexts. |
Contents
List of Figures | 1 |
Figure 8 | 8 |
Principles of Behaviour | 11 |
Figure 14 | 14 |
THE NATURE OF WORK AND ORGANISATIONS | 37 |
Meritocracy | 59 |
Associations and Employment Hierarchies | 65 |
The Work of the Board with the Executive Team | 73 |
1 Successful Change Process Part | 178 |
MAKING CHANGE HAPPEN PUTTING THEORY | 187 |
2 Successful Change Process Part 2 | 199 |
Systems and Symbols Audit Organisational Health Check | 203 |
How to Design Systems | 213 |
1 System of Transfer or Transformation | 218 |
2 Work Performance Review System Control Form | 228 |
Creating High Performance Teams | 231 |
Leadership Power and Authority | 79 |
Levels of Work | 85 |
SYSTEMS LEADERSHIP | 99 |
Leadership Policy and Systems | 107 |
Task Formulation and Assignment | 115 |
Authorities and Role Relationships | 131 |
Key Systems | 143 |
Teams and Teamwork | 173 |
Other editions - View all
Systems Leadership: Creating Positive Organisations Ian Macdonald,Catherine Burke,Karl Stewart Limited preview - 2018 |
Systems Leadership: Creating Positive Organisations Catherine Burke,Karl Stewart,Dr Ian Macdonald Limited preview - 2012 |
Systems Leadership: Creating Positive Organisations Ian Macdonald,Catherine Burke,Karl Stewart No preview available - 2018 |
Common terms and phrases
accountability achieve Aluminium articulate assessment association audit authorised authority behaviour Bell Bay Business Review Weekly capability change process Chapter clear Comalco complexity concepts consultant context course create critical issues culture decision definition demonstrate differentiation discussion effective Elliott Jaques employees employment hierarchy environment essential example exercise experience fair feedback goal Hamersley Hamersley Iron human ideas implementation important improve individual influence involves Jaques judgment Karl Stewart knowledge leader lean manufacturing limits Macdonald manager manager's mental processing ability meritocracy mythologies operate organisation output performance review person positive potential practice predict principles problem productive purpose recognise regard relationships result role significant six sigma social process skills someone specific structure supervisor symbols systems leadership task assignment task doer team members teamwork technical Terry Palmer theory truth table understanding values continua Wilfred Brown