Strategy, leadership & change : a practical guide for busy executives / by Terry Meyer.

Format:

Book

Author/Creator:

Meyer, Terry, author.

Language:

English

Subjects (All):

Strategic planning.

Organizational change.

Organizational effectiveness.

Executives.

Physical Description:

1 online resource (277 p.)

Edition:

1st ed.

Other Title:

Strategy, leadership and change

Place of Publication:

Randburg, Republic of South Africa : Knowres Publishing, 2012.

Language Note:

English

Summary:

The book consists of four sections: Section one provides a background to systems thinking and strategic problem solving the philosophy on which the book is based. Section two highlights the issues involved in formulating and executing strategy. It also addresses the design of organisations which have the necessary capability to implement strategy successfully. Given that strategy is as much an art as it is a science, political and other concomitant intangible issues are covered. Section three addresses three aspects of leadership: the importance and nature of transformational leadership, the processes which leading global companies apply to build future leaders, and how to make leadership part of an organisation s DNA. Section four explores the concepts and general principles associated with change and the processes involved in the implementation of change strategies. It highlights the processes that go into reconfiguring organisations and addresses how leaders should work to build changeready, agile organisations. Terry Meyer is a consultant, academic, author and speaker. He has extensive consulting experience and specialises in strategy and organisational design, leadership, change and human capital strategy. In addition to extensive experience consulting to a variety of companies in these fields."

Contents:

Cover; Contents; About the author; Preface; Introduction; Section 1: Introduction; Chapter 1: Solving problems in a complex world; Introduction; What is the difference between linear problems and complex problems?; Figure 2: Types of problems; Systems thinking; Organisational systems; Figure 3: Organisational systems; Characteristics of organisational systems; Levels of systemic enquiry; Figure 4: Levels of systemic inquiry and intervention; Organisational systems architecture; Mental models; Figure 6: The four elements of the strategy process; Section 2: Introduction to Strategy

Figure 6: The four elements of the strategy processChapter 2: Formulating strategy; Introduction; Assumptions; Outcomes; Strategy insert; Process; Figure 7: The strategy formulation process; Understanding context; Scenario building: What are the possible futures?; Building identity: Mission, vision and values (MVV); Winning the game: Determining strategic thrusts; Chapter 3: Implementing strategy; Introduction; Why strategy implementation fails; The strategy implementation process; Figure 8: A strategy implementation approach; Conclusion; Chapter 4: Designing organisations; Introduction

Organisational paradoxes and tensionsFigure 9: Reporting lines; Organisational roles; Figure 10: Role players in an organisation; Conclusion; Chapter 5: The art of strategy - dealing with the intangibles; Introduction; Some processes and assumptions; Guidelines for CEOs; Section 3: Introduction to Leadership; Chapter 6: Transformational leadership; Introduction; Transformational leaders; Figure 11: The sphere of influence of transformational leaders; Conclusion; Chapter 7: Building tomorrow's leaders; Introduction; Identifying future challenges

Figure 12: The process of developing future leadersIdentifying future leaders; Creating a leadership pipeline; Formal leadership development; Figure 13: Development methodologies; Informal leadership development processes: The role of executives; Governance; Conclusion; Chapter 8: Creating leadership DNA; Introduction; Institutionalising leadership; Figure 15: Leadership competency framework; Section 4: Leading Change; Chapter 9: Introduction to change: Some basic concepts; What has to change?; Is it change or transformation?; The magnitude of change; Pressures for change; Cycles of change

Figure 16: The sigmoid curvePhases of change; Figure 17: Phases in organisational change; Resistance to change; Figure 18: Positive responses to change; Figure 19: Typical responses to uncertainty; Conclusion; Chapter 10: Implementing a change strategy; Figure 20: Generic steps in a change process; The steps in a change process; Figure 21: Staff generally belong to one of three parties; Figure 22: Petitioning those with influence; Conclusion; Chapter 11: Reconfiguring organisations; Introduction; Reconfiguring an organisation; Figure 23: Reconfiguring an organisation

Figure 24: Importance/effectiveness framework

Notes:

Description based upon print version of record.

Includes bibliographical references and index.

Description based on online resource; title from PDF title page (ebrary, viewed August 3, 2015).

ISBN:

1-283-86371-5

1-874997-87-X

OCLC:

922696020