Systems Leadership: Creating Positive OrganisationsThe new edition of this influential and bestselling book is concerned with how people come together to achieve a productive purpose. Survival and success in business and social terms have 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. One of the failures of organisations is precisely the lack of efficient and effective social organisation, which is what this whole book is about. Poor social organisation, including poor leadership, are major drivers of poor productivity and lead people to give up or retreat into a minimalist approach of just doing what is needed to get by and survive. The authors provide a language for developing, discussing, thinking and working with propositions about organisations and management. They do not tell you what decision to make but rather present tools to help you consider, analyse and predict the consequences of your decisions. This new edition is much broader in its application areas – public, private and not-for-profit sectors. It contains new models and propositions with regard to types of social organisation, domains of work and the nature and use of authority. It contains a range of new case studies, and throughout looks at how these ideas can be used to achieve an organisation’s purpose while encouraging creative working. It is not a book about fads or fashion but an integrated approach that offers the user the benefit of foresight. |
Contents
Social Process and Authority | |
Creating a Culture | |
1 The Tools of Leadership | |
Leadership Policy and Systems | |
1 Matrix for the Analysis of Systems | |
Task Formulation and Assignment | |
1 Accountability | |
Teams and Teamwork | |
1 Accessibility of the Leader | |
Types of Social Organisation | |
CORE | |
1 PersonObject Relationship | |
5 Making Sense of the World through | |
UNDERSTANDING ORGANISATIONS | |
Introduction to Part 3 | |
Meritocracy | |
Human Capability | |
1 Comparison of Mental Processing Ability Social | |
Levels of Work Complexity | |
1 Individual Relationships to Work Levels | |
5 Authorities of the Supervisor | |
Organisational Structure and Authorities 11 Associations Boards and Employment Hierarchies | |
1 Corporate Business Structure | |
THE WORK OF LEADERSHIP | |
Introduction to Part 4 | |
MAKING CHANGE HAPPEN Introduction to Part 5 | |
How is it Achieved? | |
1 Successful Change Process Part | |
How to Design Systems | |
Organisational Health Check | |
Creating HighPerformance Teams | |
So What? What Difference Has This Made? | |
1 System of Transfer or Transformation | |
4 Writing Yr 32014 to Yr 52016 | |
6 New Zealand Aluminium Smelters Employee | |
Discipline or Dogma? | |
Who is there to Guard the Guards? Essentials of a Positive | |
A Summary | |
Glossary | |
Bibliography | |
Other editions - View all
Systems Leadership: Creating Positive Organizations Ian Macdonald,Catherine G. Burke,Karl Stewart Limited preview - 2006 |
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 |