Bruno Latour, in a presentation entitled “What’s organizing? A meditation on the bust of Emilio Bootme in praise of Jim Taylor”, gave a vibrant hommage to James R. Taylor, founder of the Université de Montréal Departement of communication and an important figure in organizational communication. Latour is professor at Sciences Po Paris and co-founded Actor-Network-Theory, which had an important impact on all aspects of sociology.
Duration : 0:9:25
Bruno Latour, in a presentation entitled “What’s organizing? A meditation on the bust of Emilio Bootme in praise of Jim Taylor”, gave a vibrant hommage to James R. Taylor, founder of the Université de Montréal Departement of communication and an important figure in organizational communication. Latour is professor at Sciences Po Paris and co-founded Actor-Network-Theory, which had an important impact on all aspects of sociology.
Duration : 0:9:25
Bruno Latour, in a presentation entitled “What’s organizing? A meditation on the bust of Emilio Bootme in praise of Jim Taylor”, gave a vibrant hommage to James R. Taylor, founder of the Université de Montréal Departement of communication and an important figure in organizational communication. Latour is professor at Sciences Po Paris and co-founded Actor-Network-Theory, which had an important impact on all aspects of sociology.
Duration : 0:9:25
Bruno Latour, in a presentation entitled “What’s organizing? A meditation on the bust of Emilio Bootme in praise of Jim Taylor”, gave a vibrant hommage to James R. Taylor, founder of the Université de Montréal Departement of communication and an important figure in organizational communication. Latour is professor at Sciences Po Paris and co-founded Actor-Network-Theory, which had an important impact on all aspects of sociology.
Duration : 0:9:25
Transformational Leadership Series; Leadership Continuum.
Continuum theories or models explain variation as involving a gradual quantitative transition without abrupt changes or discontinuities. It can be contrasted with ‘categorical’ models which propose qualitatively different states.
In physics, for example, the space-time continuum model explains space and time as part of the same continuum rather than as separate entities. A spectrum in physics (e.g. of light) is often termed either a ‘continuous spectrum’ (energy at all wavelengths) or ‘discrete spectrum’ (energy at only certain wavelengths).
In psychology, theories of mental phenomena can propose discrete differences between individuals (e.g. everyone has certain personality traits and not others) or a continuum (e.g. everyone lies somewhere on a particular personality dimension). This can also apply to fields such as law or sociology or ethics in explaining or judging variation in human behavior.
In clinical psychology or psychiatry, categorical models seek to distinguish and define particular mental disorders or illnesses, whilst continuum or dimensional models propose that some people are more extreme than others on particular dimensions.
Leadership in organizations
[edit] Leadership in formal organizations
An organization that is established as an instrument or means for achieving defined objectives has been referred to as a formal organization. Its design specifies how goals are subdivided and reflected in subdivisions of the organization. Divisions, departments, sections, positions, jobs, and tasks make up this work structure. Thus, the formal organization is expected to behave impersonally in regard to relationships with clients or with its members. According to Weber’s definition, entry and subsequent advancement is by merit or seniority. Each employee receives a salary and enjoys a degree of tenure that safeguards him from the arbitrary influence of superiors or of powerful clients. The higher his position in the hierarchy, the greater his presumed expertise in adjudicating problems that may arise in the course of the work carried out at lower levels of the organization. It is this bureaucratic structure that forms the basis for the appointment of heads or chiefs of administrative subdivisions in the organization and endows them with the authority attached to their position. [3]
[edit] Leadership in informal organizations
In contrast to the appointed head or chief of an administrative unit, a leader emerges within the context of the informal organization that underlies the formal structure. The informal organization expresses the personal objectives and goals of the individual membership. Their objectives and goals may or may not coincide with those of the formal organization. The informal organization represents an extension of the social structures that generally characterize human life — the spontaneous emergence of groups and organizations as ends in themselves.[3]
In prehistoric times, man was preoccupied with his personal security, maintenance, protection, and survival. Now man spends a major portion of his waking hours working for organizations. His need to identify with a community that provides security, protection, maintenance, and a feeling of belonging continues unchanged from prehistoric times. This need is met by the informal organization and its emergent, or unofficial, leaders.[4]
Leaders emerge from within the structure of the informal organization. Their personal qualities, the demands of the situation, or a combination of these and other factors attract followers who accept their leadership within one or several overlay structures. Instead of the authority of position held by an appointed head or chief, the emergent leader wields influence or power. Influence is the ability of a person to gain co-operation from others by means of persuasion or control over rewards. Power is a stronger form of influence because it reflects a person’s ability to enforce action through the control of a means of punishment.[4]
Duration : 0:2:42
A presentation about how to make organizational changes. Based on John P. Kotter’s change model, with adaptations to take advantage of Theory Of Constraints planning tools.
Duration : 0:3:53
See why the “The Fifth Discipline” from Peter Senge is mandatory reading for every organization that wants to be a “learning organization”. In the 21st, learning organizations will dominate the landscape. Are you a learning organization?
See the example of M2MSys, which is a process re-engineering specialist for organization working in the complex markets such as healthcare and government (http://m2msysonline.com). The change is so intense, that we had to become ourselves a learning organization.
You can see, that as a result of being a learning organization, M2MSys was able to spin-off in a record time, a new organization, to deal with the same business challenges but in the cloud. You like to know to learn more on how to become a learning organization? Then check out 3WCloud (http://3wcloud.com/products)
Would like a copy of this presentation? Download the presentation on http://www.slideshare.net/M2MSys/peter-senge-fifth-discipline-book-review-presentation
Duration : 0:9:27
Bruno Latour, in a presentation entitled “What’s organizing? A meditation on the bust of Emilio Bootme in praise of Jim Taylor”, gave a vibrant hommage to James R. Taylor, founder of the Université de Montréal Departement of communication and an important figure in organizational communication. Latour is professor at Sciences Po Paris and co-founded Actor-Network-Theory, which had an important impact on all aspects of sociology.
Duration : 0:9:25
Have you lost your Path To Profit? http://www.PathfindersConsultants.com/Map_VO.html
You cannot be everywhere nor do everything, which is why you hire managers. Proper Organizational Structure is needed to insure that everyone is motivated and accountable. This video discusses the importance that the structure of your business has on its profitability.
Duration : 0:8:44