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This book is open access under a CC-BY license. Moral dilemmas are a pervasive feature of working life. Moral Reasoning at Work offers a fresh perspective on how to live with them using ethics and moral psychology research. It argues that decision-makers must go beyond compliance and traditional approaches to ethics to prepare for moral dilemmas. The second edition has been updated with a range of examples from the author's more recent research, to reflect current issues affecting organizations in the digital age. With two new chapters on artificial intelligence and social media, this new edition provides an up-to-date overview of ethical challenges in organizations.

This handbook is based on the premise that there can be no organizational transformation without personal transformation. Anything else is just moving the chairs around on the deck of the Titanic, and we see that all too often in organizations today. Einstein said that we cannot solve problems from the same mindset that created the problems. In order to see positive change occur in the world, we must shift our consciousness to a high level of thinking and being, but we must also have systems or approaches that scale up, so that there is a collective shift in consciousness in groups, work teams, villages, governments, and corporations. This handbook aims to draw the best and most creative thinking about the field of transformation in one place, to present a comprehensive overview of leading edge transformation theories and approaches for both the academic and the practitioner. In fact, the lines between academic and practitioner are becoming more and more blurred these days. Many management faculty also consult to organizations, a practice that deeply enriches their teaching and research. And many successful full-time consultants conduct high quality research to support their approaches and change initiatives. This Handbook aims to be a creative dialogue in this space that integrates transformation theory and practice. The Handbook of Personal and Organizational Transformation acknowledges the classic literature and principles that have informed the field to date, but primarily showcases authors who are on the cutting edge of new theories and new approaches to give us their latest thinking. Some of these ideas are conjecture about what is possible in human and organizational development. Some of these approaches are currently being tested in the field and may not yet have scientific results. And some of these theories and models have stunning results, but may nothave been published in academic journals because the author is a practitioner instead of an academic, or because the concepts are a little too far out of the mainstream. The aim of this book is to expand the reader's thinking and to encourage readers to be courageous about their involvement in creating transformation, at whatever level they feel called to do so. It will serve as an essential resource for researchers and students of organizational culture, leadership, and change management, as well as consultants, business and team leaders, and anyone interested in global trends and their impact on corporate culture.

Dieses Buch bietet fundierte Einblicke in eine faszinierende neue Methode, mit der Systeme erfasst, abgebildet und erprobt werden können. Inhaltlicher Schwerpunkt sind betriebswirtschaftliche und organisationale Faktoren. Die Autorin beschreibt Entscheidungsherausforderungen in den Bereichen Individuum, Organisation und System. Sie zeigt verschiedene Aufstellungsformate für das systemische Arbeiten im Managementkontext. Neben der theoretischen Aufbereitung werden praktische Beispiele auf allen drei Ebenen (Person, Organisation und System) anschaulich dargestellt und visualisiert. Prägnante Bilder der Aufstellungen unterstützen das Verständnis und veranschaulichen, wo konkrete Nutzungspotenziale liegen.

This book is open access under a CC BY-NC 3.0 IGO license.This book comprehensively covers topics in knowledge management and competence in strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, as well as knowledge capture and storage. Presented in accessible “chunks,” it includes more than 120 topics that are essential to high-performance organizations. The extensive use of quotes by respected experts juxtaposed with relevant research to counterpoint or lend weight to key concepts; “cheat sheets” that simplify access and reference to individual articles; as well as the grouping of many of these topics under recurrent themes make this book unique. In addition, it provides scalable tried-and-tested tools, method and approaches for improved organizational effectiveness. The research included is particularly useful to knowledge workers engaged in executive leadership; research, analysis and advice; and corporate management and administration. It is a valuable resource for those working in the public, private and third sectors, both in industrialized and developing countries.

By 2020, 40 percent of the workforce won't want to be your employee. That means managers and executives have to forget the old recruit-and-search for-months methods to acquire talent and revise their perception that “talent” is only full-time employees. The good news is that this talent allows you to achieve the biggest impact on your projects in the fastest time possible. In Navigating the Talent Shift, author Lisa Hufford introduces you to SPEED: a fast, and flexible talent strategy that shows companies how to access the 65 million people that make up the on-demand, specialized talent pool. This strategy shows you how to:• Stop spending months searching for talent• Have a team of on-demand talent at your fingertips• Exponentially expand your talent pool • Test ideas and change direction fast to stay competitive and drive innovation• Reduce severance and layoffs• Bring afresh perspective with strategic doers on your team• Do more with lessNavigating the Talent Shift will show you and your team how to tap into an on-demand workforce while providing you with the talent you need to be nimble and successful.

This book addresses the challenges of organizing modern-day institutions, focusing on the management of intangible organizational resources of libraries through both library science and management theory. Highlighting new information requirements, knowledge transfer technologies and changing patterns of social behaviour, Intangible Organizational Resources explores how these changes are affecting the organization of information services such as libraries, and discusses what they mean for the effectiveness and quality of their services. Making a unique contribution in an otherwise under-explored field, this is an essential text for those involved in the organization of information services.

In today's organizations, it is no longer the CEO who acts as the sole strategic leader. From single individuals to larger teams and networks, leaders at all levels are infiltrating the formal organizational structure and making strategic leadership an increasingly complex endeavor. In Strategic Leadership for Turbulent Times, Kriger and Zhovtobryukh shrewdly describe the true experiences of what employees encounter as internal and external environments evolve, and how to uphold the personal and organizational values which affect both human and social capital. They examine how leadership strategies are used in real situations and highlight the importance of managerial wisdom for sustainable growth. Finally, they offer advice for strategic leaders on leading effectively in highly turbulent economic, social, technological, and multicultural times.

Change in der Krise kann jeder - das ist keine Management-Kunst. Doch wie bekommen Sie Ihre Mannschaft bewegt, wenn der Veränderungsdruck noch nicht in den Quartalszahlen spürbar ist? Change-Prozesse gestalten heißt: das Spiel kontrollieren. Für derartige Prozesse in Unternehmen, die kein Sanierungsfall sind, sind völlig andere Kompetenzen gefragt als beim klassischen Restrukturierungsmanagement. Genau hier setzen Stefan Iskan und Erwin Staudt mit ihrem Autorenteam an. Sie verdeutlichen, dass in Wirtschaft und Gesellschaft ein völlig anderes Verständnis von Change Management benötigt wird. Und zwar eines, das - jenseits von Krisen- und Turnaround- Management - dem bewussten und strategischen Wandel nahekommt und Veränderungsbereitschaft als neuen kritischen Erfolgsfaktor, ja sogar neuen Input-Faktor, in den Unternehmen betrachtet.„Dieses Buch ist nichts für Manager, die in kleinen Schritten arbeiten. Die Herausgeber und ihr Autorenteam beweisen Mut, indem sie das „Change Desaster“ in Unternehmen ungeschönt beim Namen nennen und ungemütliche Fragen aufwerfen. Die Autoren wissen, wovon sie sprechen. Und das zeigen sie hier mit großer Leidenschaft.“Thomas Blank, Chief Executive Officer Area Central Europe bei Agility & Member of the European Management Board

Kets de Vries profiles a range of toxic executives the narcissist, psychopath, cold fish, obsessive-compulsive, and many more, offering coaches examples of interventions that have worked and those that haven't, to help coaches deal with difficult people and become more effective.