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| Sunday, April 4, 2004 |
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| Sunday, April 4, 2004 |
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Organisation 21C
The book is divided into four parts and 14 chapters. The first chapter by Chaudhary provides a context for the rest of the chapters. It deals with management of talent while designing and structuring organisations. The first part puts together the thoughts of the experts on the contribution of the leader in building organisations. Globalisation, which brings in its wake political, social and economic diversity, has laid greater importance than ever before on the role of the leader. Discretionary leadership is built on core capabilities like the quality of communication between the management and the rest of organisations. The authors lay emphasis on developing a global mindset. Global leaders need such a mindset to create top-performing global organisations. The core culture of such organisations is fundamentally different from those with average performances. Leaders will have to ensure the participation of larger numbers in decision-making. The book then goes on to deal with organisational processes. As the nature of work begins to change, the next generation process change, named X-engineering by one of the gurus, will replace the reengineering, which has been the buzzword till now. Rewards management will also change. Rewards will expand to include learning opportunities and job design. Noel M. Tichy and Christopher De Rose trace the history of the development of organisational development. Examples from successful companies illustrate the renewed importance of organisational design. This century will demand a new set of people, who are more versatile and comfortable with themselves. The chapter on Power and Influence studies the case of Jack Welch, one of the most successful managers of the 20th century. Performance will be the most important source of power and the leaders of tomorrow will have more choices based on their performance. One chapter is devoted to developing emotional intelligence through self-directed learning. The last chapter says that moral values will be the basis of sustainable enterprises. Strategic change processes will have to be institutionalised by leaders to deal effectively with rapid changes and relentless competition. In many ways the experience of the eminent thinkers underlines the need to get back to the basics, while keeping pace with the many changes taking place. Subir Chaudhary’s has made an invaluable contribution to the field of management studies by bringing together these eminent thinkers. It provides food for thought to the corporate leaders of tomorrow. No management institution, management student or corporate leader can afford to miss the opportunity of learning from the experiences of some of the greatest thinkers of the world. |
ORGANISATION 21C
is a compilation of the latest
theories in management. Thought-provoking ideas of 28 management gurus
have been put together by Subir Chaudhary, author of The Power of Six
Sigma, Management 21C and The Talent Era. This
collection of the best literature on the subject promises to be of value
to teachers and students alike. The book is dedicated to the memory of
Richard Bechhard, a designer of social and organisational processes whom
Chaudhary considers his mentor.
