Human centered management : 5 pillars of organizational quality and global sustainability

목차 (Table of Contents)

• CONTENTS
• Figures and tables = xv
• Preface = xvii
• PART Ⅰ WHY HUMAN-CENTERED MANAGEMENT?
• 1 A Long-Overdue Paradigm Shift = 2
• Need for change and global initiatives = 3
• The Global Infrastructure Initiative = 6
• People : The DNA of change = 7
• Educate people for the future, not for the past = 11
• Education and development : Problem or opportunity? = 13
• Global growth = 14
• Global wealth and global workforce = 15
• Youth unemployment is a global problem : Implications for education = 16
• Labor markets = 17
• Older workers = 17
• Women = 17
• Job creation prospects = 19
• Human talent and growing demand for high skills = 20
• Job market shifts and increased inequality = 20
• 2 Human-Centered Management (HCM) : Roots and evolution = 22
• The foundations of Human-Centered Management = 25
• Elton Mayo : Hawthorne Studies = 25
• Maslow : Hierarchy of human needs = 26
• Douglas McGregor : The human side of the enterprise = 28
• Geert Hofstede : Organization cultures and global implications = 30
• Change, risk and resilience = 33
• Management innovation = 33
• Peter Drucker : The knowledge worker = 33
• Chris Argyris : The leaning organization = 34
• Edwards Deming : The father of total quality management = 34
• National Quality Award (NQA) programs around the world = 38
• 3 Disruptions : challenges or opportunities? = 41
• Global disruptions = 42
• Urbanization = 43
• International disruptions and migrations = 44
• Technological disruptions = 47
• The information revolution = 48
• Global connectivity = 52
• Cyber-vulnerability = 53
• Disruptions affecting people = 55
• Disruptions of an aging population = 55
• Disruptions in education : Building the talent society = 57
• The measure of our ignorance = 59
• Disruptions in labor markets = 60
• Disruptions in business = 61
• Exogenous disruptions = 61
• Clayton Christensen's disruptive innovation = 63
• Resilience disruption = 64
• Endogenous disruptions = 65
• Disruptions in government = 67
• Technology, transparency, and citizens' engagement = 67
• Safety and surveillance = 67
• The welfare state and 21st century massive aging population = 68
• Potential benefits of disruptions = 70
• PART Ⅱ FOUR (OF THE FIVE) PILLARS OF HUMAN-CENTERED MANAGEMENT
• 4 Pillar one : Human capital = 76
• Challenges and opportunities = 76
• Income inequality is the result of education inequality = 80
• Soft Skills : the strong core of human capital and Human-Centered Management = 82
• Human capital investment = 84
• Human capital at school level = 84
• Human capital and higher education = 85
• Human capital at the corporate level = 86
• Human capital and migrations = 87
• Human capital and global labor force = 88
• 5 Pillar two : Disruption resilience = 90
• What is resilience? = 90
• Personal resilience as pre-condition for organizational resilience = 91
• Personal resilience = 92
• Organizational resilience = 97
• Disruption Resilience = 99
• 6 Pillar three : Talent management = 101
• Return to investment in human capital = 102
• Do you know your talents? = 102
• Talent evolution = 103
• Talent management requires talent strategies = 103
• Talent management and sustainability = 104
• Managing organization talent = 106
• Talent and creative environments = 107
• A Creative Model for Talent Development = 108
• Manage your talent to maximize returns = 109
• 7 Pillar four : Agility = 110
• Why agility in organizations? = 110
• What is agility? = 112
• Personal agility = 112
• Organizational agility = 113
• Advancing from traditional to agile organizations : Not only teams but also networks = 114
• Resilient teams and agile networks = 115
• Organization agility assessment = 117
• Agility assessment : From inward to outward-looking organizations = 117
• Agilizing the agility transformation = 120
• Agility and lean organizations = 123
• Graphic representation of structural transformation = 125
• Teams and networks = 126
• Some agile notes on agility = 127
• PART Ⅲ HUMAN-CENTERED MANAGEMENT AND SUSTAINABLE QUALITY (SQ)
• 8 SQ foundations model = 132
• Human-Centered Management and SQ = 132
• What is not quality in the 21st century? = 133
• What is quality, as in SQ? = 134
• Producers and consumers : beware of real and fake quality! = 134
• SQ fundamental principles = 135
• Characteristics of ESTE BSD = 136
• SQ and organizational development = 137
• Getting ready to deploy SQ = 138
• On the road to SQ standards = 139
• Benefits of SQ = 140
• Costs of low performance = 141
• 9 The fifth pillar : Sustainable Quality (SQ) = 142
• SQ framework and point scores = 146
• The IPIEM SQ Cycle : Measuring improvement = 146
• Quality for an elite and quality for all = 148
• Testing reliability and validity of SQ standards = 148
• 10 7 Management Areas and 35 Assessment Elements = 150
• Management Area i : Customer focus, markets, and communities／society (190 points) = 150
• Customer focus = 151
• Market focus = 153
• Community focus (organization social responsibility) = 154
• Assessment methods and instruments = 154
• Results = 154
• Management Area 2 : Employees and stakeholders (180 points) = 155
• Increasing importance of talent management = 155
• Employees' satisfaction and organizational climate = 156
• Performance measurement and merit recognition = 159
• Talent Management : Training and development = 160
• Assessment methods and instruments = 161
• Results = 161
• Need for leadership innovation = 162
• Evolution towards Constructive Leadership = 163
• The value of failure as learning process = 166
• Management Area 3 : Constructive Leadership (170 points) = 169
• Leadership and resilience in quality teams = 171
• Leadership and agility in quality networks for sustainable quality = 171
• Assessment methods and instruments = 172
• Results = 172
• Management Area 4 : Structure and strategies (160 points) = 173
• Organization's mission and vision = 173
• Organization's structure = 174
• Organization's strategies = 175
• Assessment methods and instruments = 176
• Results = 176
• Management Area 5 : Technology and knowledge management (100 points) = 177
• Technology = 178
• Data management and analytics = 180
• Transforming data into knowledge = 182
• Assessment methods and instruments = 183
• Results = 183
• Management Area 6 : Support processes (100 points) = 184
• Economics and financial processes = 184
• People management = 186
• Physical infrastructure and maintenance = 189
• Assessment methods and instruments = 190
• Results = 190
• Management Area 7 : Integration, benchmarking, and environment care (100 points) = 191
• Vertical integration : Supply chain management = 191
• Horizontal integration : Benchmarking and constructive competition = 193
• Care of the environment (internal and external) = 195
• Assessment methods and instruments = 197
• Results = 197
• 11 Organization Improvement Report (OIR) = 198
• OIR : A GPS analogy = 198
• OIR development procedure and performance assessment = 199
• About the author = 202