Afro-global Management Innovation Practices Re-imagining Work and Workplaces
This book represents views, frameworks and practices on stimulating and realising our optimal potential as human beings in the context of a workplace where there is a desire to achieve shared goals and aspirations in order to accomplish positive economic, societal and environmental impacts and outco...
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| Hlavní autoři: | , |
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| Médium: | E-kniha |
| Jazyk: | angličtina |
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Stellenbosch
African Sun Media
22.11.2021
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| Vydání: | 1 |
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| ISBN: | 1991201508, 9781991201508 |
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- Front Matter Table of Contents QUOTES ACKNOWLEDGEMENT ABOUT THE AUTHORS ABOUT THE BOOK CHAPTER 1: CONTEXTUAL CHANGE DRIVERS CHAPTER 2: KEY LEVERAGES TO TRANSFORM ORGANISATIONS: CHAPTER 3: THE LEADERSHIP AGENDA AS LEVERAGE TO TRANSFORM ORGANISATIONS CHAPTER 4: THE WORKPLACE AGENDA AS LEVERAGE TO RE-IMAGINE WORK AND ORGANISATIONS THROUGH MANAGEMENT INNOVATION CHAPTER 5: THE CORPORATE CITIZENSHIP AGENDA AS LEVERAGE TO TRANSFORM ORGANISATIONS CHAPTER 6: QUANTITATIVE EMPIRICAL RESEARCH EVIDENCE: CHAPTER 7: INTRODUCTION TO A QUALITATIVE RESEARCH DATABASE ON MANAGEMENT INNOVATIONS IN AFRICA CHAPTER 8: RE-IMAGINING PLANNING ACTIVITIES IN ORGANISATIONS IN AFRICA CHAPTER 9: RE-IMAGINING ORGANISING ACTIVITIES IN ORGANISATIONS CHAPTER 10: RE-IMAGINING LEADING ACTIVITIES IN ORGANISATIONS CHAPTER 11: RE-IMAGINING CONTROL ACTIVITIES IN ORGANISATIONS CHAPTER 12: HOW TO SHIFT TOWARDS A NEW MANAGEMENT APPROACH FIT FOR THE 21ST CENTURY INDEX Back Matter
- Chapter conclusions -- Chapter 4: The workplace agenda as leverage to re-imagine work and organisations through management innovation -- What will you find in this chapter? -- The workplace agenda -- Challenges to break from past management practices -- Management innovation is not seen as a hot topic -- Leaders' blind spot for a philosophical view -- Our dominant thinking frames -- The ultimate limit -- Managing and leading organisations -- Management innovation as leverage to transform workplaces -- Management innovation trends in planning for participation -- Management innovation trends in organising for people engagement -- Management innovation trends for liberating controls -- Conclusions -- Chapter 5: The corporate citizenship agenda as leverage to transform organisations -- What will you find in this chapter? -- The corporate citizenship agenda -- The rise of stakeholder capitalism and conscious capital -- The quest for shared value creation -- The environmental, social and governance (ESG) agenda -- Economic performance landscape -- Planet performance landscape -- Corporate social responsibility (CSR) landscape -- Conclusions -- Theme III: Empirical foundations based on research in Africa -- Chapter 6: Quantitative empirical research evidence: The relationship between leadership, management innovation and organisational performance -- What will you find in this chapter? -- Introduction -- Constructs under investigation -- Virtuous leadership -- Management innovation practices -- Organisational performance -- Theoretic model used in this chapter -- Quantitative research design and approaches -- The measurement instruments -- Demographics section -- Realised sample -- Results from the statistical analyses -- Conclusions -- Annexure A -- Chapter 7: Introduction to a qualitative research database on management innovations in Africa
- The scope of innovative organising approaches -- Innovative leadership practices, processes and techniques -- Leadership approach -- Community building -- Collaboration and participation -- Decision-making -- Stakeholder management -- Conflict management -- Rituals, symbols, retreats and celebrations -- Conclusions -- Chapter 11: Re-imagining control activities in organisations -- What will you find in this chapter? -- Re-imagining control activities in organisations in Africa -- The scope of innovative control approaches -- Innovative management control practices, processes and techniques -- Corporate governance and performance management: Organisational level -- Performance management: Team level -- Performance management: Individual level -- Learning and continuous improvement -- Knowledge management -- Communication and feedback practices -- Rewards and incentives -- Conclusions -- Theme V: Planning change to re-invent management -- Chapter 12: How to shift towards a new management approach fit for the 21st century -- What will you find in this chapter? -- How to shift towards a new management approach fit for the 21st century -- Expanding our consciousness -- Opportunity-led organic change -- Change content -- Food for thought -- Conclusions -- Index
- Intro -- Contents -- Re-imagining organising activities in organisations in Africa -- Re-imagining organising activities in organisations in Africa -- Quotes -- Acknowledgement -- About the authors -- About the book -- What is this book about? -- Who is this book for? -- What will you find in this book? -- Who wrote what? -- Theme I: The changing context of work in organisations -- Chapter 1: Contextual change drivers -- What will you find in this chapter? -- Introduction -- Covid-19 and the post-Covid business world - enter Dr Doom -- The Fourth Industrial Revolution -- Leading in the 4IR -- Rebuilding trust -- Trusting the future (a summary so far …) -- A new workforce: Millennials and Generation Z -- Millennials: Generation Y -- Zoomers: Generation Z -- Key similarities between millennials and Gen Z in the workplace -- Key differences between millennials and Gen Z in the workplace -- Tips for managing millennials -- Tips for managing Gen Z -- What counts as "work" and why do we do it? -- The shape of the new organisation -- Conclusions and caution -- Theme II: Global benchmarks on reimagining organisations -- Chapter 2: Key leverages to transform organisations: An introduction -- What will you find in this chapter? -- Introduction -- Key leverages for abundance and paradox thinkers -- The paradox thinking paradigm -- Why change the way we manage? -- An overview of key leverages: Three agenda perspectives -- Introduction to leverage 1: The leadership agenda -- Introduction to leverage 2: The workplace agenda -- Introduction to leverage 3: The corporate citizenship agenda -- Conclusions -- Chapter 3: The leadership agenda as leverage to transform organisations -- What will you find in this chapter? -- Introduction -- Distributed leadership to lead from anywhere -- Virtuous leadership -- Ethical leadership -- Authentic leadership
- What will you find in this chapter? -- A qualitative research database on management innovations in Africa -- Qualitative research approach and objectives -- Research design -- The companies and respondents providing input for the qualitative research database -- Overview of the 13 case-study companies used for the qualitative research -- We become what we believe -- Conclusions -- Theme IV: Narratives about management innovation applications in Africa -- Chapter 8: Re-imagining planning activities in organisations in Africa -- What will you find in this chapter? -- Re-imagining planning activities in organisations in Africa -- The scope of innovative planning approaches -- Innovative planning practices, processes and techniques -- Purpose-driven and values-based organisational identity -- Strategising and strategic planning -- Workforce, resource and capability planning -- Financial planning, including budgets -- Triple bottom-line or ESG focus -- Productivity improvement planning -- Remuneration planning -- Conclusions -- Chapter 9: Re-imagining organising activities in organisations -- What will you find in this chapter? -- Re-imagining organising activities in organisations in Africa -- The scope of innovative organising approaches -- Innovative organising practices, processes and techniques -- Organisational design and structures -- The role of teams and self-organising -- Networks and partnerships -- The role of culture in fostering innovation and performance -- Remote and flexible work practices -- People practices for high engagement and empowerment -- Workplace and workspace layouts -- Rituals and team practices -- The role of specialist functions -- Conclusions -- Chapter 10: Re-imagining leading activities in organisations -- What will you find in this chapter? -- Re-imagining leading organisations in Africa