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Systems Leadership


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Table of Contents

Preface to 2nd Edition Acknowledgements Part 1: Systems Leadership: Why the Title? Introduction to Part 1 Chapter 1 What Use is Theory? Chapter 2: What is Work? Chapter 3: Social, Technical, Commercial Domains of Work Chapter 4: Social Process and Authority Chapter 5: Types of Social Organisation Part 2: THE SIX PRINCIPLES OF BEHAVIOUR: CORE CONCEPTS OF SYSTEMS LEADERSHIP Introduction to Part 2 Chapter 6: The Six Principles of Behaviour Part 3: UNDERSTANDING ORGANISATIONS Introduction to Part 3 Chapter 7: Meritocracy Chapter 8: Human Capability Chapter 9: Levels of Work Complexity Chapter 10 Organisational Structure and Authority Chapter 11 Associations, Boards and Employment Hierarchies Part 4 The Work of Leadership Introduction to Part 4 Chapter 12 The Work of Leadership: Creating a Culture Chapter 13 Leadership, Policy and Systems Chapter 14 Task Formulation and Assignment Chapter 15 Teams and Teamwork Part 5 MAKING CHANGE HAPPEN Introduction to Part 5 Chapter 16 The Process of Successful Change: How is it Achieved? Chapter 17 How to Design Systems Chapter 18 Systems and Symbols Audit - Organisational Health Check Chapter 19 Creating High Performance Teams Chapter 20 So What? What difference has this Made? County Court of Victoria Torex Gold EQ Mental Health Leadership in Combat Chapter 21: Discipline or Dogma Chapter 22 Who is There to Guard the Guards? Essentials of a Positive Organisation Chapter 23 SLT and Other Approaches CONCLUSION Glossary Bibliography Index

About the Author

Dr Ian Macdonald is Founder and Director of Macdonald Associates, an international organisational consultancy. He is a director of BIOSS International Ltd. He is also an honorary fellow at Brunel University, teaches at Surrey Business School and works with NHS Wales and Welsh government. Dr Catherine Burke was Associate Professor of Public Administration, University of Southern California. Her research focuses on organisation and systems design, management theory and leadership. She has been a consultant to Southern California Edison, the cities of Los Angeles and Pasadena, and the Congressional Office of Technology Assessment. Her publications include Innovation and Public Policy, and articles in various academic journals. She was a director at Commonwealth Aluminum. Karl Stewart is a mining engineer spending most of his working life in leadership positions. He spent four years as an internal managerial consultant developing a thorough understanding of the theory underpinning the leadership of people in organisations and the systems that facilitate that activity. He implemented these ideas as Managing Director of Comalco Smelting.

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