Developing resilient organizations : how to create an adaptive, high performance and engaged organization / Doug Strycharczyk, Charles Elvin.

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Bibliographic Details
Edition:1st Edition.
Published: Philadelphia, PA : Kogan Page, 2014.
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Format: Book
Table of Contents:
  • Machine generated contents note: Also available by Doug Strycharczyk
  • About the authors
  • Acknowledgements Introduction PART ONE Change in the 21st century
  • 01 A general overview
  • Doug Strycharczyk
  • In the beginning...
  • So what is this book about?
  • A word about the authors and editors
  • References02 The new factors
  • Doug Strycharczy
  • The employee relationship
  • What is the nature of change?
  • New generations, new attitudes
  • Employability
  • what this means
  • References03 Mental toughness
  • Professor Peter Clough, Dr Fiona Earle, Dr Keith Earle, Dr John Perry and Doug Strycharczyk
  • What is mental toughness?
  • What is the 4 Cs model of mental toughness?
  • Measuring mental toughness
  • Can mental toughness be integrated with the core models prevalent in occupational and in sport psychology?
  • Can we develop a mentally-tough organization?
  • Some final thoughts
  • An important point
  • So... what about the future?
  • References04 Trust-based leadership and resilient organizations in the 21st century
  • Charles Elvin
  • Surviving the unexpected
  • Two categories of trust relevant to organizational resilience
  • Suggestions on developing trust
  • Final comments
  • Measuring trust
  • the Institute of Leadership and Management
  • Index of Leadership Trust
  • References05 Leadership, resilience and the 21st-century organization
  • Professor Sharon Turnbull and Rob Noble
  • What is changing in the 21st century and why?
  • So how can such multi-dimensional leadership be developed for these 21st-century challenges?
  • What kind of leadership might be needed for the 21st century?
  • New forms of leadership require new forms of leadership development
  • What does existing research tells us about leadership development for resilient organizations?
  • What are the essential elements of effective leadership development for resilient 21st-century organizations?
  • Conclusions
  • References
  • PART TWO Practitioner perspectives
  • 06 Leadership and the BP grit in the oyster
  • developing mental toughness
  • Jo Shuttlewood and Rachel Billington
  • What was the idea?
  • What happened?
  • It's not what you do, it's the way that you do it
  • Yes, but what do you do?
  • What changed?
  • So how can developing mental toughness help organizations grow outstanding leaders
  • particularly those suited to the challenges of the future?
  • What questions are we left with?
  • How do we humanize leadership development?
  • What do we need to do in order to help people fulfil their leadership potential?
  • How do we encourage organizations to grow?
  • What are the challenges for organizations as they seek to grow into the future?
  • Then how do we develop structures and practices that genuinely reflect the human culture we believe we want?
  • References07 Changing times for the public sector
  • Zoe Sweet and Jo Carruthers
  • Leadership
  • The changing role of the public sector in the 21st century
  • PSMW/Academi Wales
  • How does Wales now build the leaders of the future?
  • Meeting the challenge
  • Managing change successfully
  • Conclusion
  • Looking ahead
  • References08 New realities: personal growth for an uncertain future
  • Sue Pinder, Raymond Robertson and Craig Thomson
  • Learning for life at the top
  • Extending and reshaping the essence
  • The harsh realities of the 21st century
  • a changed and changing world
  • This time it's personal
  • Learning for a world of new realities
  • References09 Ethics, ethical practice and their growing importance in developing sustainably-performing organizations in the 21st century
  • Richard Cresswell and Murray Clark
  • Introduction
  • Theme 1: Ethics and ethical behaviour
  • Theme 2: Key ethical theories
  • Theme 3: Business challenges and leadership behaviour
  • Theme 4: Ethics, resilience and sustainability
  • Conclusions
  • References10 Big data, big business
  • Andrew Cuthbert
  • Big data and the fifth 'V'
  • From insight to influence: Steve Jobs v Silicon Valley
  • The economics of data: An example and a comparison
  • Social networks, social change
  • Creating a new God?
  • The user profile: Unlocking economic potential
  • Making the connections: Analyst as consumer
  • Finally: Hunting the new Yukon
  • References
  • Conclusions
  • Doug Strycharczyk and Charles Elvin
  • Index.