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 outcomes. It describes a vision of how life and work in organisations could be. We describe a new kind of organisation.
Being a good person and doing good things while making profit are a real possibility for those management innovators who think beyond immediate trade-offs. In this book we explore management innovation as core study field and arena for re-inventing and re-imagining how people in organisations could execute management activities such as planning, organising, leading and controlling for multiple stakeholder satisfaction and benefits. Work can be much more joyful and fulfilling than we think, but it requires courage from us to take responsibility when freedom is offered.
Author(s): Marius Ungerer, Johan Herholdt, Anton Schlechter
Publisher: African Sun Media
Year: 2021
Language: English
Pages: 581
City: Stellenbosch
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
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
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
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
