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Organization 21C: Someday All Organizations Will Lead This Way

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Organization 21C: Someday All Organizations Will Lead This Way

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  • Copyright 2003
  • Dimensions: 6" x 9"
  • Pages: 416
  • Edition: 1st
  • Book
  • ISBN-10: 0-13-060314-7
  • ISBN-13: 978-0-13-060314-2
  • eBook (Watermarked)
  • ISBN-10: 0-13-148044-8
  • ISBN-13: 978-0-13-148044-5

Organization 21C: Someday All Organizations Will Lead This Way brings together 19 all-new essays by the world's leading management thinkers, covering every key driver of organizational success: leadership, process, people, and organizational design. You'll find breakthrough ideas and practical solutions for virtually every tactical and strategic challenge you face. Key topics include: James Champy's X-engineering, Total Rewards Management, the "New Boardroom," the changing nature of power and influence, building workable hierarchies and sustainable organizations, and new best practices for leading change.

Sample Content

Online Sample Chapter

Finding and Keeping the Best Talent for Your Organization

Downloadable Sample Chapter

Click here for a sample chapter for this book: 0130603147.pdf

Table of Contents



1. Toward the Future of Organization.

Organizational Winning Strategy by Leveraging Talent. Talents versus Knowledge Workers. Talent Management System. Challenging the Environment.


2. Global Leadership from A to Z.

The Competencies of the Global Leader. The Development of the Global Leader. New Global Organizations. Soft Processes, Hard Results.

3. Developing Global Leaders.

What Is Global Mindset? Mapping Global Mindsets. Developing Global Mindset through HR Strategies. Implementing Global Mindset.

4. World-Class Leadership for World-Class Teams.

Views of Leadership. Born-to-Lead School. Self-Development School. Discretionary Leadership. Diversity. World-Class Leadership Means World-Class Teams. Promoting a Shared Philosophy. Conclusion.

5. Situational Factors in Leadership.

A Definition of Leadership. The Heroic Model of Leadership. The Situational Approach to Leadership. Contingency Models of Leadership. Illustrating the Three Models. A Contingency Model of the Leadership Style. A Taxonomy of Leadership Styles. Toward a Normative Model. Toward a Descriptive Model of Leadership Style. Conclusion.


6. From Reengineering to X-Engineering.

Inefficiencies and Opportunities Are Exposed. Owens and Minor, The Quiet Giant. X-Engineering Principles.

7. Getting Hierarchy to Work.

One-Sided Accountability. Why Doesn't the System Change? Human Nature and the Political Processes that Evolve. What Does Two-Sided Accountability Entail? What Will It Take to Get Two-Sided Accountability?

8. Total Rewards Management.

Moving from Compensation to Total Rewards. Focusing on Execution as Well as Strategy. Integrating Reward Systems with Organizational Learning Systems. Revisiting the Concept of Equity. Public Sector Rewards Design. Extending Innovative Reward Systems to New Business Environments. Summary and Implications.

9. Putting Shareholder Value in the Right Perspective.

The Value Creation System: Stakeholder Purposes, Contributions, and Derived Benefits. Consider Shareholder Value as the Result, not the Main Purpose, of Enterprise Value Creation. Inherent Business Differences and Their Impact on Balance. Leadership's Role in Promoting Balance and Thereby Improving Value Creation. “Corporate Citizenship” Is Not the Answer. What Can Leaders Do? Conclusions.

10. The Death and Rebirth of Organizational Development.

The Historical Phases of OD. Jack Welch Fathers the Rebirth of OD. The Royal Dutch/Shell Story. Learning From the Royal/Dutch Shell Experience. Implications and Conclusions.


11. The Boardroom of the Future.

Shifting Leadership in the Boardroom: Truly Powerful Boards. Accountability for Performance: Formally Evaluating the Board and Its Directors. Critical Knowledge for the Board: Strategy and Globalization. Harnessing the Power of Information Technology: Information-Age Boardrooms. Broadening the Board's Mandate: From Shareholders to Stakeholders. Concluding Thoughts.

12. Power and Influence.

Jack Welch: Master of Power. Situational and Personal Bases of Power. What Will Not Change About Power and Influence. How Power and Influence Are Likely to Change. The Core Dilemmas. Power Use that Counters these Dilemmas. Conclusions.

13. Framing—It's Either Us or Them.

The Bottom Line. Us in the Future. Affirming Employees: Moving to Us from Them.

14. Developing Emotional Intelligence.

Can a Person Grow and Develop their Talent? Self-Directed Learning. Concluding Thoughts.

15. What Stays the Same.

The Challenge—Managing the Human Animal in the 21st Century. Human Nature, Culture, and Environment—Collision or Combination? The Scientific Foundations of the New Darwinism. The Nature of Human Nature. Future Shock? Implications for a 21st Century of Change. Ways Forward to Change. Change Management and Hard-Wired Resistance.


16. The Sustainability of Organizations.

What is the Nature of the Re-examination and Renewal We Must Undertake Now? And What is the Future Role of the Change Practitioner? What is Sustainability? Is it Possible to Create Sustainable Enterprises? How is Ecological Sustainability Achieved?

17. Organization Culture.

Analyzing Corporate Culture. Conclusions.

18. Leading Organizational Change.

Does Leadership Matter? Important Characteristics of Leadership. Leading Organizational Change. Conclusion.

19. Building Organizational Fitness.

The Dynamics of Organizational Fit and Fitness. The Silent Killers: Undiscussible Barriers to Organizational Fitness. Enabling an Honest Organizational Conversation That Will Produce Fit and Fitness. Organizational Fitness Profiling. Building Organizational Fitness: Results and Implications.


What I Learned from Richard Beckhard: A Personal Retrospective.

Dick's First Intervention. Dick's Practical Wisdom and Emphasis on “Process”. Dick's Brilliance as a “Designer of Social/Organizational Process”. Keeping Your Cool, Working the Problem. Co-editing the Addison-Wesley Series on Organizational Development. Knowing Oneself.

For Further Reading.
About the Thinkers.



When I first undertook an international book project involving eminent thinkers around the globe, the first person I called was Richard (Dick) Beckhard, whom I had never met in person. Our meeting on the phone never ended; he challenged my thoughts, inspired me during the project, and supported me continuously. After two years, when the manuscript for Management 21C was finally finished, Dick was the first person who reviewed it, and wrote me in a hand-written note: "The book has the fascination of a good novel-plus exposure to the ideas of many of our best futurists. I recommend it to organization leaders, consultants, and academics working on this critical issue for all of us." Dick was so happy about the book that we decided to meet for the first time in New York in January 2000. In December 1999 I returned home from a 40-day book tour in Europe and Asia, and a card was waiting for me that left me speechless for a few minutes. Alas, I would never have the chance to meet my friend and mentor Dick Beckhard. On that night, while reading many of Dick's books randomly, many thoughts emerged: How can I pay tribute to Dick? Where have Dick's works had the major impact? People or organizations? Will people search the organization or will the organization search the people? All these scattered thoughts inspired the birth of Organization 21C.

The book you are reading is a gift of collective great minds around the world. This is a true global venture. Australia to America, France to The Netherlands, Britain to Switzerland—from three continents, the very best contemporary organizational behavior thinkers have decorated every page of this book. Organization 21C brings together visions for the 21st-century organization in one concise book, allowing the reader to understand the changes going on now and what to expect in the future.

In Organization 21C, you can read any chapter at any moment, rather than reading cover to cover. With a vivid description of the emerging global rise, cultures, and people, Organization 21C will intrigue, provoke, encourage, and above all, change everyone who reads it. In its introductory chapter you will discover the future of organization and its winning strategy by leveraging talent.

In the first part, read and discover global, world-class, and situational leadership. Part 2, "21C Processes," introduces X-engineering, the power of hierarchy, total rewards management, and shareholder value. This part ends with the rebirth of Organizational Development. Part 3 takes the reader a tour of the boardroom, power and influence, framing, and emotional intelligence, and ends with tips on how to manage the human animal in organizations. In the final part, the sustainability of organizations, organizational culture, and leading organizational change inspire the reader to rethink the 21C organization and also prepares the reader for the future by building organizational fitness.

Organization 21C is for those who inspire others, are peoplistic rather than individualistic, celebrate diversity, constantly search for the dream, and want to reshape the globe of tomorrow. Organization 21C was created to help other people, and it also creates a helping attitude among people.

I am extremely proud to announce that every penny of the author's royalties will be donated worldwide in the memory of our friend and mentor Dick Beckhard. Our mission will be successful if you will join us in fulfilling the dream of enhancing Dick's works around the globe.

—Subir Chowdhury
Novi, Michigan
Christmas 2001
email: subir.chowdhury@asiusa.com


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