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

\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

The Seasons of a Man’s Life

A Study of Teams: How It All Began The Apollo Syndrome Teams Containing Similar Personalities Identifying further Team Roles Team Leadership The Missing Team Roles Developing an inventory Unsuccessful teams Winning teams Ideal team size Features of good members of a team Teams in Public Affairs How Belbin reports developed Case Studies in Using Belbin

Management teams: Why they succeed or fail

Work and the Nature of man

The purpose of this study was to develop a leadership framework for intelligent organizations. This was done by analyzing the future working environment of managers, leadership as a phenomenon and as a process and leadership competencies. How leadership is typically learned and trained and how we could improve these activities, was also studied. One of the contentions of this thesis is that as the world is shifting from an industrial paradigm to a post-industrial paradigm, it is necessary that we understand the consequences of this shift vis-a-vis leadership culture and practice. In my study I have tried to apply a methodological approach, which I have termed as “science by doing”. It can be seen as belonging to a certain school of action research. In this approach, I have tried to combine a practical approach and a scientific approach. Moreover, through practical followup management development projects the idea has been to create new, personally experienced, tested and interpreted knowledge. This orientation is underpinned by a balance between direct personal experience and indirect intellectual abstraction. It is an approach that goes beyond fragmented theories and that could possibly point a way towards a new school of leadership. I have used the research design with three layers: 1. personal skill map research; 2. leadership development in practice; and 3. the new framework for leadership. 1. The objective of personal skill map research was to apply and develop the method of analyzing and developing personal key skills. Personal key skills (e.g. decision making and stress management) are that kind of general skills (altogether 14 skills), which we need to be effective and to create a sense of well-being in our normal life. This research was my licentiate dissertation and has formed an important basis for this research in which I have continued the same theme but focused on leadership competencies. 2. Leadership development in practice means that I have documented five case studies concerning management development at Kone and Nokia during the nineties. All these cases are different kind of leadership development projects which give us a lot of practical experience about our topic. 3. The main purpose of this research has been to define the new framework for leadership. This has been done on the basis of my own experiences and extensive theoretical research in which I have tried to go through all the relevant leadership theories. I have grouped those

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Intelligent leadership and leadership competencies : developing a leadership framework for intelligent organizations