000			08057cam a2200445 i 4500
999			_c2539 _d2537
005			20171118131649.0
008			140505s2014 pau 000 0 eng
010			_a 2014016506
020			_a9780749470098 (paperback)
020			_z9780749470104 (ebk)
040			_aDLC _beng _cDLC _erda
042			_apcc
050	0	0	_aHD58.8 _b.S7947 2014
082	0	0	_a658.3 _223
084			_aPSY012000 _aBUS066000 _aBUS030000 _aBUS103000 _aBUS041000 _2bisacsh
100	1		_aStrycharczyk, Doug. _96097
245	1	0	_aDeveloping resilient organizations : _bhow to create an adaptive, high performance and engaged organization / _cDoug Strycharczyk, Charles Elvin.
250			_a1st Edition.
264		1	_aPhiladelphia, PA : _bKogan Page, _c2014.
300			_axiii, 246 pages ; _c24 cm
336			_atext _2rdacontent
337			_aunmediated _2rdamedia
338			_avolume _2rdacarrier
505	8		_aMachine 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.
520			_a" Much of the fear and uncertainty surrounding the global recession is concerned with the adverse impact it will have on organizations and society. However, recessions are nothing new. We know from past experience that when a recession is over, there always emerge organizations and individuals who have not only survived but have thrived. They often emerge stronger, fitter and better performing.Developing Resilient Organizations argues that one of the fundamental keys to survival in these circumstances is resilience or mental toughness. It can turn challenge and change into an opportunity rather than a threat. The book addresses a wide variety of organizational issues including motivation, performance, staff retention, behavior, trust, attention span and teamwork. With case studies from leading organizations across different industries internationally, it shows readers how to develop organizational performance, well-being and a positive approach to adversity and change in organizations"-- _cProvided by publisher.
520			_a"Much of the fear and uncertainty surrounding the global recession is concerned with the adverse impact it will have on organisations and society. However, recessions are nothing new. We know from past experience that when a recession is over, there always emerge organisations and individuals who have not only survived but have thrived. They often emerge stronger, fitter and better performing. Developing Resilient Organizations argues that one of the fundamental keys to survival in these circumstances is resilience or mental toughness. It can make challenge and change an opportunity rather than a threat. The book addresses a wide variety of organizational issues including motivation, performance, staff retention, behaviour, trust, attention span and teamwork. With case studies from leading organizations across the public and private sector internationally, it will show you how to develop organizational performance, well being and a positive approach to adversity and change in your organization"-- _cProvided by publisher.
590			_amaruf
650		0	_aOrganizational change. _9926
650		0	_aEmployees _xTraining of. _94960
650		0	_aLeadership. _96098
650		0	_aPersonnel management. _96099
650		7	_aPSYCHOLOGY / Education & Training. _2bisacsh _96100
650		7	_aBUSINESS & ECONOMICS / Training. _2bisacsh _96101
650		7	_aBUSINESS & ECONOMICS / Human Resources & Personnel Management. _2bisacsh _96102
650		7	_aBUSINESS & ECONOMICS / Organizational Development. _2bisacsh _96103
650		7	_aBUSINESS & ECONOMICS / Management. _2bisacsh _96104
700	1		_aElvin, Charles. _96105
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2ddc _cBK