Irving H Buchen
The Future Workforce
The 21st-Century Transformation of Leaders, Managers, and Employees
Irving H Buchen
The Future Workforce
The 21st-Century Transformation of Leaders, Managers, and Employees
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Here, author Irving Buchen projects and describes the workforce of the future while offering a comprehensive survey of contemporary work environments with descriptions of future learning and unlearning training systems.
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Here, author Irving Buchen projects and describes the workforce of the future while offering a comprehensive survey of contemporary work environments with descriptions of future learning and unlearning training systems.
Produktdetails
- Produktdetails
- Verlag: R & L Education
- Seitenzahl: 392
- Erscheinungstermin: 1. April 2005
- Englisch
- Abmessung: 228mm x 156mm x 24mm
- Gewicht: 612g
- ISBN-13: 9781578862085
- ISBN-10: 1578862086
- Artikelnr.: 21593308
- Verlag: R & L Education
- Seitenzahl: 392
- Erscheinungstermin: 1. April 2005
- Englisch
- Abmessung: 228mm x 156mm x 24mm
- Gewicht: 612g
- ISBN-13: 9781578862085
- ISBN-10: 1578862086
- Artikelnr.: 21593308
Irving H. Buchen is Associate Vice President of Academic Affairs and Director of International Programs for IMPAC University, a member of the doctoral business faculty of Capella University, a Senior Principal of Canis Learning Systems, and training editor of The Futurist, the official publication of the World Future Society.
Part 1 Introduction Part 2 Section I The Now and the New Part 3 Current
Work Issues Chapter 4 1 Speed, Blur, and Flux Management Chapter 5 2
Technology: Robotic and Human Development and the Machine Teacher Chapter 6
3 Globality: The International Brave New World Chapter 7 4 Dysfunctional
Workplaces and Dreadful Bosses: The Organizational Pain, Blame, Shame and
Gotcha Game Chapter 8 5 Knowledge Acquisition and Management a la Toffler
and Senge: Knowledge Workers and Learning Organizations Chapter 9 6 Size:
Limits to Bigness, Structures, and Personnel Chapter 10 7 Teams: Education
Leaders and Business SWAT Teams Chapter 11 8 Challenging the Sacred Order:
Rocking the Boat and Upsetting the Status Quo Chapter 12 9 New Assessments:
360-Degree Holistics, Balanced Score Card, and Barrett's Spiritual Audit
Part 13 Current Workforce Impacts Chapter 14 10 New Employee Profiles: Job
Satisfaction as the Competitive Edge and Employee Mission Statements
Chapter 15 11 Manager Range: Managerial Holistics, Reflection and
Transition, and the Multiple Manager Chapter 16 12 Leader Practices and
Profiles: Servant Leadership and Executive Impact Chapter 17 13 Leadership
Instruction: Professor CEO Part 18 Section II Emerging Developments and
Trends Part 19 Emerging Work Issues Chapter 20 14 Globality: Revisited,
Reviewed, and Perhaps Rejected Chapter 21 15 Communication: Self-Dialogue
and Training Decision Makers Chapter 22 16 Educational, Business, and
Company Conversational Communities Chapter 23 17 Executive Coaches and
Trusted Advisors: Leveraged Influence, Leadership Paranoia, and MBA
Guidance Chapter 24 18 Diagnostically Driven Training: Profiling, Problem
Solving, Adaptability, and MI Chapter 25 19 Innovation: Structuring a
Research Workforce, Creative Thresholds, and Radical Breakthroughs Part 26
Emerging Workforce Impacts Chapter 27 20 Employee Centrality: Work
Covenants and Progressive Empowerment Chapter 28 21 Manager Adjustments:
Ups and Down Chapter 29 22 Emerging Leaders: CEO Interview Questions,
Solomonisms, and Reconfiguring the Executive Team Part 30 Section III The
Future of the Future Part 31 Future Work Issues Chapter 32 23 E-Learning:
Second Generation, E-Learning Curve, and Educational Entrepreneurs Chapter
33 24 Learning Leaders and Managers: Learning ROI, CLO Acceptance, and the
Future Agenda of CLOs Chapter 34 25 Conceptual Futures: Futures Thinking
and Agendas Chapter 35 26 Operational Futures: Future-Embedded Innovation
Methodologies and Future Resources for Human Resources Part 36 Future
Workforce Impacts Chapter 37 27 Future Emplyees: Goal-Role Metrics and
Employee Managers Chapter 38 28 Future Managers: The Manager-Leader Hybrid
Chapter 39 29 Future Leaders: New CEOs, Executive Agendas, and Executive
Composites Chapter 40 30 Epilogue: Claims and Misgivings and Putting
Forecasts on Trial Part 41 About the Author
Work Issues Chapter 4 1 Speed, Blur, and Flux Management Chapter 5 2
Technology: Robotic and Human Development and the Machine Teacher Chapter 6
3 Globality: The International Brave New World Chapter 7 4 Dysfunctional
Workplaces and Dreadful Bosses: The Organizational Pain, Blame, Shame and
Gotcha Game Chapter 8 5 Knowledge Acquisition and Management a la Toffler
and Senge: Knowledge Workers and Learning Organizations Chapter 9 6 Size:
Limits to Bigness, Structures, and Personnel Chapter 10 7 Teams: Education
Leaders and Business SWAT Teams Chapter 11 8 Challenging the Sacred Order:
Rocking the Boat and Upsetting the Status Quo Chapter 12 9 New Assessments:
360-Degree Holistics, Balanced Score Card, and Barrett's Spiritual Audit
Part 13 Current Workforce Impacts Chapter 14 10 New Employee Profiles: Job
Satisfaction as the Competitive Edge and Employee Mission Statements
Chapter 15 11 Manager Range: Managerial Holistics, Reflection and
Transition, and the Multiple Manager Chapter 16 12 Leader Practices and
Profiles: Servant Leadership and Executive Impact Chapter 17 13 Leadership
Instruction: Professor CEO Part 18 Section II Emerging Developments and
Trends Part 19 Emerging Work Issues Chapter 20 14 Globality: Revisited,
Reviewed, and Perhaps Rejected Chapter 21 15 Communication: Self-Dialogue
and Training Decision Makers Chapter 22 16 Educational, Business, and
Company Conversational Communities Chapter 23 17 Executive Coaches and
Trusted Advisors: Leveraged Influence, Leadership Paranoia, and MBA
Guidance Chapter 24 18 Diagnostically Driven Training: Profiling, Problem
Solving, Adaptability, and MI Chapter 25 19 Innovation: Structuring a
Research Workforce, Creative Thresholds, and Radical Breakthroughs Part 26
Emerging Workforce Impacts Chapter 27 20 Employee Centrality: Work
Covenants and Progressive Empowerment Chapter 28 21 Manager Adjustments:
Ups and Down Chapter 29 22 Emerging Leaders: CEO Interview Questions,
Solomonisms, and Reconfiguring the Executive Team Part 30 Section III The
Future of the Future Part 31 Future Work Issues Chapter 32 23 E-Learning:
Second Generation, E-Learning Curve, and Educational Entrepreneurs Chapter
33 24 Learning Leaders and Managers: Learning ROI, CLO Acceptance, and the
Future Agenda of CLOs Chapter 34 25 Conceptual Futures: Futures Thinking
and Agendas Chapter 35 26 Operational Futures: Future-Embedded Innovation
Methodologies and Future Resources for Human Resources Part 36 Future
Workforce Impacts Chapter 37 27 Future Emplyees: Goal-Role Metrics and
Employee Managers Chapter 38 28 Future Managers: The Manager-Leader Hybrid
Chapter 39 29 Future Leaders: New CEOs, Executive Agendas, and Executive
Composites Chapter 40 30 Epilogue: Claims and Misgivings and Putting
Forecasts on Trial Part 41 About the Author
Part 1 Introduction Part 2 Section I The Now and the New Part 3 Current
Work Issues Chapter 4 1 Speed, Blur, and Flux Management Chapter 5 2
Technology: Robotic and Human Development and the Machine Teacher Chapter 6
3 Globality: The International Brave New World Chapter 7 4 Dysfunctional
Workplaces and Dreadful Bosses: The Organizational Pain, Blame, Shame and
Gotcha Game Chapter 8 5 Knowledge Acquisition and Management a la Toffler
and Senge: Knowledge Workers and Learning Organizations Chapter 9 6 Size:
Limits to Bigness, Structures, and Personnel Chapter 10 7 Teams: Education
Leaders and Business SWAT Teams Chapter 11 8 Challenging the Sacred Order:
Rocking the Boat and Upsetting the Status Quo Chapter 12 9 New Assessments:
360-Degree Holistics, Balanced Score Card, and Barrett's Spiritual Audit
Part 13 Current Workforce Impacts Chapter 14 10 New Employee Profiles: Job
Satisfaction as the Competitive Edge and Employee Mission Statements
Chapter 15 11 Manager Range: Managerial Holistics, Reflection and
Transition, and the Multiple Manager Chapter 16 12 Leader Practices and
Profiles: Servant Leadership and Executive Impact Chapter 17 13 Leadership
Instruction: Professor CEO Part 18 Section II Emerging Developments and
Trends Part 19 Emerging Work Issues Chapter 20 14 Globality: Revisited,
Reviewed, and Perhaps Rejected Chapter 21 15 Communication: Self-Dialogue
and Training Decision Makers Chapter 22 16 Educational, Business, and
Company Conversational Communities Chapter 23 17 Executive Coaches and
Trusted Advisors: Leveraged Influence, Leadership Paranoia, and MBA
Guidance Chapter 24 18 Diagnostically Driven Training: Profiling, Problem
Solving, Adaptability, and MI Chapter 25 19 Innovation: Structuring a
Research Workforce, Creative Thresholds, and Radical Breakthroughs Part 26
Emerging Workforce Impacts Chapter 27 20 Employee Centrality: Work
Covenants and Progressive Empowerment Chapter 28 21 Manager Adjustments:
Ups and Down Chapter 29 22 Emerging Leaders: CEO Interview Questions,
Solomonisms, and Reconfiguring the Executive Team Part 30 Section III The
Future of the Future Part 31 Future Work Issues Chapter 32 23 E-Learning:
Second Generation, E-Learning Curve, and Educational Entrepreneurs Chapter
33 24 Learning Leaders and Managers: Learning ROI, CLO Acceptance, and the
Future Agenda of CLOs Chapter 34 25 Conceptual Futures: Futures Thinking
and Agendas Chapter 35 26 Operational Futures: Future-Embedded Innovation
Methodologies and Future Resources for Human Resources Part 36 Future
Workforce Impacts Chapter 37 27 Future Emplyees: Goal-Role Metrics and
Employee Managers Chapter 38 28 Future Managers: The Manager-Leader Hybrid
Chapter 39 29 Future Leaders: New CEOs, Executive Agendas, and Executive
Composites Chapter 40 30 Epilogue: Claims and Misgivings and Putting
Forecasts on Trial Part 41 About the Author
Work Issues Chapter 4 1 Speed, Blur, and Flux Management Chapter 5 2
Technology: Robotic and Human Development and the Machine Teacher Chapter 6
3 Globality: The International Brave New World Chapter 7 4 Dysfunctional
Workplaces and Dreadful Bosses: The Organizational Pain, Blame, Shame and
Gotcha Game Chapter 8 5 Knowledge Acquisition and Management a la Toffler
and Senge: Knowledge Workers and Learning Organizations Chapter 9 6 Size:
Limits to Bigness, Structures, and Personnel Chapter 10 7 Teams: Education
Leaders and Business SWAT Teams Chapter 11 8 Challenging the Sacred Order:
Rocking the Boat and Upsetting the Status Quo Chapter 12 9 New Assessments:
360-Degree Holistics, Balanced Score Card, and Barrett's Spiritual Audit
Part 13 Current Workforce Impacts Chapter 14 10 New Employee Profiles: Job
Satisfaction as the Competitive Edge and Employee Mission Statements
Chapter 15 11 Manager Range: Managerial Holistics, Reflection and
Transition, and the Multiple Manager Chapter 16 12 Leader Practices and
Profiles: Servant Leadership and Executive Impact Chapter 17 13 Leadership
Instruction: Professor CEO Part 18 Section II Emerging Developments and
Trends Part 19 Emerging Work Issues Chapter 20 14 Globality: Revisited,
Reviewed, and Perhaps Rejected Chapter 21 15 Communication: Self-Dialogue
and Training Decision Makers Chapter 22 16 Educational, Business, and
Company Conversational Communities Chapter 23 17 Executive Coaches and
Trusted Advisors: Leveraged Influence, Leadership Paranoia, and MBA
Guidance Chapter 24 18 Diagnostically Driven Training: Profiling, Problem
Solving, Adaptability, and MI Chapter 25 19 Innovation: Structuring a
Research Workforce, Creative Thresholds, and Radical Breakthroughs Part 26
Emerging Workforce Impacts Chapter 27 20 Employee Centrality: Work
Covenants and Progressive Empowerment Chapter 28 21 Manager Adjustments:
Ups and Down Chapter 29 22 Emerging Leaders: CEO Interview Questions,
Solomonisms, and Reconfiguring the Executive Team Part 30 Section III The
Future of the Future Part 31 Future Work Issues Chapter 32 23 E-Learning:
Second Generation, E-Learning Curve, and Educational Entrepreneurs Chapter
33 24 Learning Leaders and Managers: Learning ROI, CLO Acceptance, and the
Future Agenda of CLOs Chapter 34 25 Conceptual Futures: Futures Thinking
and Agendas Chapter 35 26 Operational Futures: Future-Embedded Innovation
Methodologies and Future Resources for Human Resources Part 36 Future
Workforce Impacts Chapter 37 27 Future Emplyees: Goal-Role Metrics and
Employee Managers Chapter 38 28 Future Managers: The Manager-Leader Hybrid
Chapter 39 29 Future Leaders: New CEOs, Executive Agendas, and Executive
Composites Chapter 40 30 Epilogue: Claims and Misgivings and Putting
Forecasts on Trial Part 41 About the Author