Leading the Learning Organization

Alan T. Belasen is Professor of Management and Organizational Communication at Empire State College–State University of New York.

"In order to maintain competitive advantage in rapidly growing markets, today's business professionals must expect and effectively manage changing paradigms. Leading the Learning Organization equips readers with a plan to succeed through invaluable strategies and real-world examples." — Robert Lento, Senior Vice President of Sales and Marketing, Convergys Corporation"Belasen outlines in great detail the cognitive and behavioral principles of communication-based high-performance leadership. This book is clearly written, interesting to read, and provides insights from more than one hundred organizations." — Branislav Kovacic, editor of New Approaches to Organizational Communication"Leading the Learning Organization, while written with a broad audience in mind, has exceptional relevance for the healthcare industry. It is a valuable resource for leaders in healthcare organizations to help guide them through the tumultuous changes in our environment." — Richard Boehler, M.D., Vice President for Medical Affairs, St. Peter's Hospital, Mercycare Corporation"Belasen provides a very comprehensive introduction to the various approaches and techniques that have been used to reinvigorate organizations. I have seen few books of this type that do as good a job with as wide a range of sources." — Marshall Scott Poole, Texas A& M University

• List of IllustrationsList of TablesForewordAcknowledgments Introduction: Leading the Learning Organization Style and Approach Intellectual Niche and Philosophical Predicament Theoretical Basis: Competing Values Framework Plan of the Book Chapter 1. Integrating Management Paradigms: The Competing Values Framework The Rationalistic and Humanistic Approaches to Management Polar Relationships TQM Philosophy Competing Values Framework (CVF) The Significance of the Competing Values Framework Using the CVF to Communicate Leadership Roles and Responsibilities Avoiding the Trap of Excess: The Key to Effective Interpersonal Communication Communication Audits using the Competing Values Framework Assessments at the Personal Level: Self-Understanding Assessments at the Vertical Level: Communication Audits in Banking, Telecommunications, Power Lab, and Dining Services Banking Telecommunications Power Lab Dining Services Summary: Managerial Roles and Contextual Factors Assessments at the Lateral Level Using the Competing Values Framework to Audit and Clarify Message Orientations Conclusions: Improving Organizational Communication PART I. STRATEGIC CHANGE Chapter 2. Adjusting to the Environment: Adaptive Responses and Organizational Change Change before the Environment Changes How the Mighty Have Fallen! Environmental Uncertainty and the Congruence Principle Strategic Responses to Environmental Uncertainty Open Systems and Boundary Spanning Environmental Scanning Reorganizing Adaptive Responses of Quasi-Governmental and Utility Organizations Trust Them! A Bottom-Up Approach to Change Adaptation: Leadership Challenges Chapter 3. Linking the Organization: Information Technology and Networking Telecommuting, Telecenters, and Organizational Productivity The Human Dimension Building External Networks New Challenges for the Broker Linking the Organization Effectively PART II. CONTINUOUS IMPROVEMENT Chapter 4. Managing the Value-Based Organization: Horizontal Structures and Cross-Functional Teams Empowerment and Involvement Dimensions of Effective Employee Involvement Team Leaders: The Key to Quality Organizational Leadership and Empowerment Moving toward Horizontal Management Leadership in Horizontal Structures Decentralized, Team-Based Organizations Teams and Teamwork: Shift of Emphasis Cross-Functional Team Design Self-Managed Teams Quality Circles Multifunctional Teams Effective Team Development High-Speed Communications Moving toward Team-Based Organizations: Principles and Applications Sources of Motivation in Horizontal Organizations Principles of Effective Coaching Value-Based Organizations and Leadership Roles Chapter 5. Organizing around Processes and Outcomes: Quality Programs and Reengineering Strategic Level Mission Statement Operative Level Operational Level Cross-Functional Teams and Market-Based Forms of Organizing Broadbanding: Organizing around Core Competencies Management Responsibility: Taking Care of Processes Business Process Reengineering Principles of Reengineering Reengineering, Paradigmatic Constraints, and the Role of Leadership Quality Improvement and Process Reengineering Return on Quality Total Quality Management: Some Potential Limitations The GAO Report on the Impact of TQM on Performance TQM, Baldridge Criteria, and ISO 9000 Quality Improvement: One Size Does Not Fit All Conclusions PART III. MANAGERIAL LEADERSHIP Chapter 6. Living with Corporate Downsizing: The Hypereffective Manager The Downside of Downsizing Training and Technical Support Survivor Syndrome Loss of Organizational Energy: Corporate Anorexia Loss of Organizational Memory: Corporate Amnesia Changing Strategies Rather Than Cutting Personnel Preemptive Strategy Middle Managers: The "In-Group" Middle Management Traditional Roles Middle Management Transitional Roles Adopting Transformational Roles Becoming Hypereffective New Challenges for HR Professionals The Role of Senior Managers Conclusion: Working Smarter by Developing New Competencies Chapter 7. Leading Self-Managed Teams: Roles and Communication The Organizational Context for Self-Managed Teams The Nature of Self-Managed Teams SMTs as High-Performance Teams Performance Measures Not Leaderless Teams Misfit of Current Leadership Theories Leadership in SMTs as an Emergent Network Need for an Altered Approach Competing Values Framework of Leadership Effectiveness Manifestation of Quinn's Leadership Roles in the Behaviors of Members in SMTs Playing the Roles Effectively in SMTs Leadership Roles and Communication Media in SMTs Enactment of the Leadership Roles SMTs Operating in a Distribution Center Analysis and Results Self-Managed Teams in Action Implications for Management and Team Leadership Conclusions: The Significance of Self-Management PART IV. LEARNING AND DEVELOPMENT Chapter 8. Enhancing Organizational Learning: Communication Strategies and Methods Incremental Versus Breakthrough Learning Acquiring, Accessing, and Revising Knowledge Enhancing Organizational Learning: Communication, Strategies, and Developmental Approaches Facilitating Learning: Internal Networks and Communication Processes Horizontal Structures, Learning, and Communication Processes Improving Learning: Linking Programs Benchmarking Problem-Solving Communication The Flow Chart Fishbone Diagram, Pareto Analysis, Histogram, Interrelationship Digraph The Storyboard Deming's Fourteen Principles and the Learning Cycle Radar Feedback to Enhance Learning Learning to Deal with Paradoxes The Competing Values Framework as a Training Intervention Measuring Learning Pursuing Meta-Learning: GE's Success Story Work-Out Communicate Objective Performance Standards The Boundaryless Organization and Leadership Roles Communicating the Vision Best Practices Accelerating Learning: Kaizen Promoting Learning through Culture, Values, and Ideology GE Value Statement: Business Characteristics GE Value Statement: Individual Characteristics Learning from GE Conclusion: Facilitating Learning and Change Chapter 9. Learning to Learn: Competency Education for Management Development Models of Cooperation Relevance and Accountability A Customer-Focused Approach to Management Learning and Education: A Competency-Based MBA Adult Learning and Management Education Particular Frame of Reference Psychological Differences/Needs Aptitude and Perceptions Cognitive Factors The Significance of Writing Skills Enabling Mechanisms and Strategies Management Education and Distance Learning: FORUM Validation of Prior Learning Outcome Assessment Competency-Based Management Education Individually Focused Value-Added Outcome Oriented Competing Values Framework as a Competency Model Competency-Based Management Program: Model Building The Structure of FORUM's Competency-Based Program Preassessment 8x3 Competencies by Role Postassessment Summary: Learning and Competence in Management Education Conclusions: Developing Managerial Competencies and the Mentor Role CONCLUSION Chapter 10. High-Performance Leadership: Initiating Transformational Learning Exemplary Leadership Learning and Benchmarking A Matrix Structure that Works! Building Corporate Loyalty: Merging Cultures Global Managers: Mindsets and Competencies High-Speed Management Competencies and Capabilities Developing Future Leaders The Significance of Diagonal Communication Managerial Leadership: Values and Skills The Power of Inner Capabilities Transforming Abilities and C