| Description |
1 online resource |
| Bibliography |
Includes bibliographical references and index. |
| Summary |
"This 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."--Provided by publisher. |
| Contents |
Part, Part 1 Principles of Behaviour -- chapter Introduction: Systems Leadership: What Use Is Theory? -- chapter 1 Principles of Behaviour -- part, Part 2 The Nature of Work and Organisations -- chapter 2 What is Work? -- chapter 3 Human Capability -- chapter 4 Meritocracy -- chapter 5 Associations and Employment Hierarchies -- chapter 6 The Work of the Board with the Executive Team -- chapter 7 Leadership, Power and Authority 79 / Leadership -- chapter 8 Levels of Work -- part, Part 3 Systems Leadership -- chapter 9 The Work of Leadership: Creating a Culture -- chapter 10 Leadership, Policy and Systems -- chapter 11 Task Formulation and Assignment -- chapter 12 Authorities and Role Relationships -- chapter 13 Key Systems -- chapter 14 Teams and Teamwork -- part, Part 4 Making Change Happen - Putting Theory into Practice -- chapter 15 The Process of Successful Change: How is it Achieved? -- chapter 16 Systems and Symbols Audit - Organisational Health Check -- chapter 17 How to Design Systems -- chapter 18 Creating High Performance Teams -- chapter 19 So What? What Difference Has This Made? -- chapter 20 Implementation: Discipline or Dogma? -- chapter 21 Who Is There to Guard the Guards? Essentials of a Positive Organisation -- chapter 22 Complementary Theories and Practices. |
| Subject |
Organizational sociology.
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Organizational effectiveness.
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Leadership.
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Sociologie des organisations. |
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Efficacité organisationnelle. |
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Leadership. |
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Leadership |
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Organizational effectiveness |
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Organizational sociology |
| Added Author |
Burke, Catherine G., 1939- author.
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Stewart, Karl, author.
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| Other Form: |
Print version: Macdonald, Ian, 1950 October 23- Systems leadership. Second edition. Abingdon, Oxon ; New York, NY : Routledge, 2018 9781138036543 (DLC) 2017059079 |
| ISBN |
9781315178486 electronic book |
|
1315178486 electronic book |
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9781351713504 |
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1351713507 |
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hardcover ; alkaline paper |
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