Data Mining - Concepts and Techniques.

According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

Data Mining Practical Machine Learning Tools and Techniques

How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

The Social Psychology of Organizations.

This article examines the origins of one of the most widely accepted mental models that drives organizational behavior: The idea that there is resistance to change and that managers must overcome it. This mental model, held by employees at all levels, interferes with successful change implementation. The authors trace the emergence of the term resistance to change and show how it became received truth. Kurt Lewin introduced the term as a systems concept, as a force affecting managers and employees equally. Because the terminology, but not the context, was carried forward, later uses increasingly cast the problem as a psychological concept, personalizing the issue as employees versus managers. Acceptance of this model confuses an understanding of change dynamics. Letting go of the term — and the model it has come to embody — will make way for more useful models of change dynamics. The authors conclude with a discussion of alternatives to resistance to change.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2326329_code2080026.pdf?abstractid=2326329&mirid=1

Challenging 'Resistance to Change'

This article examines the origins of one of the most widely accepted mental models that drives organizational behavior: the idea that there is resistance to change and that managers must overcome it. This mental model, held by employees at all levels, interferes with successful change implementation. The authors trace the emergence of the term resistance to change and show how it became received truth. Kurt Lewin introduced the term as a systems concept, as a force affecting managers and employees equally. Because the terminology, but not the context, was carried forward, later uses increasingly cast the problem as a psychological concept, personalizing the issue as employees versus managers. Acceptance of this model confuses an understanding of change dynamics. Letting go of the term—and the model it has come to embody—will make way for more useful models of change dynamics. The authors conclude with a discussion of alternatives to resistance to change.

http://faculty.uncfsu.edu/edent/rtcinjabs.pdf

Challenging “Resistance to Change”

Spirituality and its relationship to workplace leadership is a compelling issue for management practitioners and researchers. The field of study is still in its infancy and as such is marked by differences in definitions and other basic characteristics. Much of what has been written on this subject has appeared in general, rather than academic publications and consequently may lack rigor. The purpose of this study is to analyze known academic articles for how they characterize workplace spirituality, explore the nexus between spirituality and leadership, and discover essential factors and conditions for promoting a theory of spiritual leadership within the context of the workplace. An emergent process was used to identify and validate eight areas of difference and/or distinction in the workplace spirituality literature: 1.) definition, 2.) connected to religion, 3.) marked by epiphany, 4.) teachable, 5.) individual development, 6.) measurable, 7.) profitable/productive, and 8.) nature of the phenomenon. Eighty-seven scholarly articles were coded for each of these areas. Findings conclude that most researchers couple spirituality and religion and that most either have found, or hypothesize a correlation between spirituality and productivity. The emergent categories offer provocative new avenues for the development of leadership theory.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2288038_code2080026.pdf?abstractid=2288038&type=2

Spirituality and Leadership: An Empirical Review of Definitions, Distinctions, and Embedded Assumptions

/pdf/spirituality-and-leadership-an-empirical-review-of-37yjqv583k.pdf

One of the frustrations of working in the exciting area of “complexity science in organizations” is that there is no commonly accepted definition of what this term means (White et al., 1997). Definitions have been offered, such as “complexity is a watchword for a new way of thinking about the collective behavior of many basic but interacting units...complexity is the study of the behavior of macroscopic collections of such units that are endowed with the potential to evolve in time” (Coveney and Highfield, 1995: 7). Although this definition is very descriptive, it still seems general and unfocused. The purpose of this article is to offer a simple definition for complexity science and to demonstrate the shift in worldview necessary for complexity science to become second nature to people as traditional science now is.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2326310_code2080026.pdf?abstractid=2326310&mirid=1

Eric B. Dent

Papers

Challenging 'Resistance to Change'

Challenging “Resistance to Change”

Spirituality and Leadership: An Empirical Review of Definitions, Distinctions, and Embedded Assumptions

Spirituality and Leadership: An Empirical Review of Definitions, Distinctions, and Embedded Assumptions

Complexity Science: A Worldview Shift