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

By: Strycharczyk, Doug.
Contributor(s): Elvin, Charles.
Material type: materialTypeLabelBookCall no.: HD58.8 .S78 2014Publication: London : Kogan Page, 2014Edition: 1st ed.Description: xiii, 246 p.ISBN: 9780749470098; 0749470097.Subject(s): Organizational change | Employees -- Training of | Leadership | Personnel management
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.
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Book Pridi Banomyong Library
General Stacks
General Books HD58.8 .S78 2014 (See Similar Items) Available 31379008460660
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Includes bibliographical references and index.

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.

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