德鲁克论21世纪管理挑战——信息挑战

彼得·德鲁克在其新著中解释,一个新信息革命正在进行中,它将彻底改变信息对企业和个人的意义。它不是技术革命,而是概念革命。至今,信息技术集中在数据,聚焦在“IT”中的“T”;新信息革命聚焦在“I”。 德鲁克论述了15世纪印刷技术的历史教训,对比了传统成本会计与基于活动的成本核算,说明企业需要的信息,具体提出了管理现行企业所需要的四套诊断工具与战略所要求的外部信息,明确了主观人员工作所需的信息观念,其形成必须由主管提出两个问题开始“我给什么?”“我要什么?”然后论述了组织信息问题,提出若干方法学概念。德鲁克敦促企业与个人必须学会组织信息作为它们的关键性资源,以迎接21世纪的管理挑战。     

新时代领导思维变革与领导力提升探析

新时代,要以领导思维变革提升领导力的内在规定性和助益国家治理现代化的时代诉求。新时代领导者要具备战略思维、辩证思维、历史思维、用人思维、信息思维。新时代领导环境对领导者的管理方式、服务方式和个人魅力提出了挑战。领导者可以通过加强自我培育、创新领导方式、拥抱技术成果、建立保障机制来变革领导思维、提升领导力。     

领导者信息获取偏好对领导有效性的权变影响机制研究

通过227名中国企业中高层领导者样本,基于心理类型论和管理认知过滤机制理论,分析了领导者信息获取偏好通过变革型领导对领导有效性产生影响的内在作用机制,即领导行为的中介效应;同时,基于素质激活理论,揭示了状态不确定性对上述间接作用机制的有调节的中介效应。研究表明:变革型领导部分中介了领导者信息获取偏好对领导有效性的作用;状态不确定性对上述中介关系起到调节效应。此外,对研究结果的理论和实践意义进行了探讨,并指出了未来的研究方向。     

谈军事院校领导的决策思维品质

进入二十一世纪，军事院校教育面临着来自知识经济和新军事变革的诸多挑战，教育的方向和管理的模式发生了深刻变化，对院校领导者的综合素质特别是决策思维能力，提出了更新更高的要求。领导者要应对挑战，促进院校教育深入发展，就必须尽快转变视角，摆脱传统领导思维的惯性束缚，以科学务实的态度增强科学决策思维能力。     

德鲁克论21世纪管理挑战——知识工作者生产率

彼得·德鲁克在新著中对知识工作者生产率作了考察,并指出个人与组织方面的基本态度上的变化以及工作本身的结构变化皆为增进生产率之必需.他解释了由于泰罗科学管理的应用而增进了发达国家手工工作者生产率是20世纪管理的最重要的贡献.他阐明了人们关于知识工作者生产率之所获知,并提出它的各项主要因素.他提出了“技术人员”(既是知识工作者又是手工工作者),并以实例说明使其有效的三个因素.他把知识工作者看成一个系统,并指出知识工作者与知识工作者生产率的出现对公司治理的意义.德鲁克强调,知识工作者生产率是21世纪管理的最大挑战.在发达国家,这是它们的第一生存需要.     

“管理学之父”德鲁克论企业家创新

彼得·F·德鲁克是当代世界最著名的企业管理顾问，由于他在管理学上的伟大成就，被尊称为“管理学之父”。他创立了管理学理论与实用的基础，被推举为“当代最不朽的管理思想大师”。其代表作之一《创新与创业精神》写于20世纪90年代，是许多企业家与管理者必读的教科书。本文撷取其《创新与创业精神》一书中关于创新的精辟论述。     

21世纪领导方法变革取向

21世纪已经到来，人类在20世纪所经历的社会政治、经济、科技、文化等诸多意义深远、影响巨大的发展与变革将继续下去并不断扩大和加强。但与此同时，我们还将面临许多新的矛盾与挑战。因此，带领人民走向未来的各级领导者，仅仅依靠原来积累的经验和方法已不足以担当新世纪的重任。为此，面向21世纪，必须以强烈的使命感与责任感，不断变革我们的领导方法，用团队智慧的光芒照亮我国的改革开放和经济建设的成功之路。     

变革型领导行为与知识型员工创新行为的关系研究

<正>当前,领导者在员工创新行为方面的重要促进作用已得到研究学者的广泛认同,而且近年来领导者对员工创新行为的作用方式逐步受到学者们的关注,其中,运用并推广较好的是由Downton提出,而后Bass等人阐发所形成的变革型领导理论。具有变革型领导风格的领导者能使组织在危机或者动荡时期抓住机遇,从现状中找到组织的缺陷,提出激励下属的愿景,并能够与下属     

组织文化图式观的研究述评

简要论述了组织文化图式观的具体内容,并从共享组织图式的形成、变革过程以及组织图式变革的前因变量和结果变量4个方面对国内外的相关研究文献进行了回顾和梳理,总结了组织文化图式观在中国企业文化管理和变革中的应用前景,最后提出了未来值得关注的研究议题和可能面临的挑战。     

变革型领导与创新行为：一个被调节的中介作用模型

以认知机制和内在动机理论为基础,探究在科研团队中变革型领导对下属成员创新行为的影响及其内在作用机制。采用问卷调查方法,对中国科学院所属学部内科研团队中的领导者及其直属下属进行调研。由下属完成员工问卷(包括变革型领导、心理授权、工作复杂性),领导者对其下属的创新行为进行评价,共获得79名领导者和237名科研人员的配对数据,采用Mplus软件进行统计分析。研究结果表明,在科研团队中,变革型领导对其下属的创新行为有显著正向影响;下属的心理授权在变革型领导和下属创新行为间起中介作用;下属所从事工作的复杂性对变革型领导→心理授权→下属创新行为这一中介作用有正向调节作用,即工作复杂性较高时,变革型领导通过心理授权影响下属创新行为的正向中介作用显著,而工作复杂性较低时该中介作用不显著。     

Engineering change: A theoretical assessment and a case study

The competitive playground where nowadays firms struggle to survive has rapidly become unforeseeable: product life cycle has shrunk, becoming even shorter than in the past, and world-wide market is suffering for a strong customer differentiation which led to an increasingly wide product mix. In this industrial environment, the engineering change process is getting more and more attention throughout the branches of industry, as it appears as a critical process which seeps into the operations management core, thus influencing the overall firm's performances. A brief state-of-the-art in the area of engineering change is firstly presented. Then a proposal of classification and a new methodology for an effective engineering change process management are suggested. The new proposed methodology has been successfully applied to a real-life manufacturing system and the related case study is reported at the end of the paper.     

Solving the crisis: When agency is the preferred leadership for implementing change

Glass-cliff research shows that female leaders are preferentially selected in a crisis to signal change and not for their leadership qualifications. In parallel, the management literature urges for agentic “masculine” leadership to turn around organizations in crisis. We hypothesized that, regardless of their gender, agentic leaders should be preferred to communal leaders if leadership qualifications and actual change potential motivate leader selection. Three experimental studies demonstrated that agentic (vs. communal) candidates were perceived to match poorly-performing (vs. strongly-performing) companies. This effect was accounted for by perceptions of agentic candidates' higher suitability, higher task-orientation (versus person-orientation), and higher change potential. We discuss that women face ambiguity as to why they become leaders in crisis contexts: because they are perceived as signaling change, stereotypically linked to their gender, or for their perceived agentic qualities as leaders. In contrast, men become crisis leaders due to their perceived agentic change potential.     

Integrated enterprise modelling: A method for the management of change

'The capability to adjust to new conditions quickly has developed into a decisive competitive advantage. You cannot waste any time if you want to be successful.' (Emeritus Professor Dr h. c. mult. Changing conditions in the market place issue new challenges to small- and medium-sized enterprises. Organization and qualification of employees have to be adjusted to the modified situation. If the only steady factor is change, the management of change is going to be the outstanding role of the leader. The successful structuring of change processes requires powerful methods and tools: to make business processes transparent and lean; to find a common 'corporate language' based upon customers benefits and shareholders value; Dr-Ing. G. Spur) to bring together process know-how in a central information base. This contribution summarizes the experiences from several projects. We will show how the synchronization of necessary reengineering measures makes corporate knowledge active, e.g. to improve the shareholders value, reduce investment costs, and shorten the duration of projects. As successful examples two medium-sized companies are described.     

A construal level analysis of organizational change processes

To effectively manage planned change and understand differences in leaders’ and recipients’ responses to it, it is essential to understand how change is cognitively represented by organization members. In this theory-development article, we draw upon construal-level theory (CLT) and conceptually explore the role of change construal level in explaining responses to organizational change. We discuss differences between change leaders’ and recipients’ change construals, and differences in the relationships between change construal level and the response to change as a function of the change activities taking place. Specifically, we argue that high-level (i.e., abstract) construals of change will facilitate the effective initiation of change when the focus is on equilibrium-breaking activities, and that low-level (i.e., concrete) construals will facilitate the effective implementation of change when the focus is on institutionalization of the change. We further propose that leaders’ engagement in visionary leadership increases the likelihood that their generally higher level construal of change will be integrated into recipients’ change construals, elaborating and elevating them, and that recipients’ engagement in upward prohibitive voice behaviors will increase the likelihood that their generally lower construal of change will be integrated into leaders’ change construals, elaborating and concretizing them. We discuss theoretical and practical implications of our framework.     

Change agent's contribution to recipients' resistance to change: A two-sided story

In the change management literature, most studies on recipients' resistance to change include only the views of agents or of recipients, thereby ignoring that these parties may have different perceptions. In this quantitative study, we include the perceptions of both parties in studying the recipients' resistance and the impact of the agent's leadership behavior. In a sample of 117 agent-recipients groupings, covering 110 different change projects in 90 organizations, we found that agents perceive higher levels of recipients' resistance than do the recipients themselves. Additionally, we found that agents who create space to enable recipients to think and act differently (by employing creating behavior) report higher levels of recipients' resistance, whereas recipients perceive their resistance to be lowered when agents facilitate an emotional connection to the change (framing behavior). The depth of the change appeared to moderate the relationship between agent's leadership behavior and recipients' resistance, indicating that agents and recipients differ in which change leadership behaviors they perceive as increasing or decreasing resistance at different levels of change depth. These findings imply to reconsider the relationship between agent and recipients and we propose some promising avenues for future studies in resistance research.     

The Duality of an Atypical Leader in Diversity Management: The Legitimization and Delegitimization of Diversity Beliefs in Organizations

An atypical leader is often celebrated as an individual who is likely to support workforce diversity in organizations. Yet the verity of the assumption that an atypical leader will invariably promote workforce diversity remains underexplored. In this paper, we question this assumption and demonstrate the dualities of an atypical leader in legitimizing and delegitimizing workforce diversity. We define and examine the concept of atypicality among leaders, in terms of how they emerge, who they are (dispositions), what they say (discourses) and what they do (performative acts). We introduce a conceptual framework that maps out the emergence and constitution of an atypical leader, as well as their impact on diversity management within an organization. Our analysis incorporates the concept of habitus (class‐specific and reflexive), in order to reveal the dualities of an atypical leader which determine the management of diversity within an organization and cause continuity and change in diversity beliefs.     

Why Total Quality Management Programs Do Not Persist: The Role of Management Quality and Implications for Leading a TQM Transformation*

Top‐down total quality management (TQM) programs often fail to create deep and sustained change in organizations. They become a fad soon replaced by another fad. Failure to institutionalize TQM can be attributed to a gap between top management's rhetoric about their intentions for TQM and the reality of implementation in various subunits of the organization. The gap varies from subunit to subunit due to the quality of management in each. By quality of management is meant the capacity of senior team to (1) develop commitment to the new TQM direction and behave and make decisions that are consistent with it, (2) develop the cross‐functional mechanisms, leadership skills, and team culture needed for TQM implementation, and (3) create a climate of open dialogues about progress in the TQM transformation that will enable learning and further change. The TQM transformations will persist only if top management requires and ultimately institutionalizes an honest organizational‐wide conversation that surfaces valid data about the quality of management in each subunit of the firm and leads to changes in management quality or replacement of managers.     

Do leaders reap what they sow? Leader and employee outcomes of leader organizational cynicism about change

Despite increased attention given to the attitude of organizational cynicism, few studies have examined the impact of leader cynicism in organizations. The present study sought to investigate relationships between leader cynicism about organizational change (CAOC) and outcomes relevant to both the leader (performance and organizational citizenship behavior ratings) and his/her employees (employee organizational commitment and CAOC). Using data from 106 manufacturing managers, leader CAOC was found to negatively influence both leader and employee outcomes. Of particular importance, transformational leader behavior was found to fully mediate these relationships and thus served as an important explanatory mechanism. A discussion concerning the potential consequences of these findings for organizations is provided.