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Corporate DNA: using organizational memory to improve poor decision-making

Author: Kransdorff, Arnold Publisher: Gower , 2006.Language: EnglishDescription: 215 p. : Graphs ; 25 cm.ISBN: 0566086816Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Asia Campus
Main Collection
Print HD6954.5 .K73 2006
(Browse shelf)
Available 900098348
Total holds: 0

Includes bibliographical references and index


Corporate DNA Corporate DNA Contents List of Figures and Tables List of Abbreviations Preface and Acknowledgements Introduction: The Boiler is Running out of Steam When profit margins crumple Using comparative values Drucker's productivity challenge Where the blame lies Knowledge dispossession: the unnoticed revolution The three ways of acquiring knowledge The many types of learning Decision-making techniques Where new productivity can come from The three ages of organizational memory The critical importance of organizational memory The arguments for better management of OM Explaining experience-based management (EBM) 1 xi xiii xv When Experience-Rich Falls Short of Experience-Poor The phenomenon of corporate amnesia The two experiential learning approaches The peanuts and flight syndrome Fair trade Contemporary non-learning The Big Black Hole The quality of management skills Where organizations fall down The inheritors Paying lip service to genuine learning Untrained managers Some understandings about management The need to teach decision-making How More Equals Less Bureaucratic ineffectiveness Higher cost, lower value Two steps forward, one step back 2 vi C o r p o r a t e DNA A possible answer - to unlearn or purge beliefs The reason for Germany's and Japan's slippage Excuses, excuses in the UK Where real 'wealth' resides 'You've just got to wait' The UK's lack of clever systems No one is perfect The effects of rapid job turnover The domino effect The cost of lost know-how Western philosophical differences with the East An explanation for non-reflection No inheritance The history of experiential learning The reason for decision-making's neglect Instinct is not enough 3 The Gaping Holes in Business Education Failures in start-ups and acquisitions The lip service treatment of corporate and business history Two other disregarded subjects 'There is no relation between business education and success' The shortcomings of business education 'Dangerous' MBAs The history of business instruction in the U K The unprepared professionals 'World-class U management researchers are as rare as world-class U managers' K K The importance of reflectiveness The dearth of experiential learning A story of failure Grudge, friction and neglect Needed - another look at business education Productivity -The New Corporate Imperative How productivity is calculated Productivity down the years The enormous potential still in hand The history of productivity The arrival of hire'n'fire Job churn 'above recognized danger levels' Redundancy and the inability to grow Rewarding failure - and its justification World ranking in staff turnover The US: an exception to the rule The other agents of OM dispersal Short and selective memory recall Defensive reasoning 4 Contents Denial in politics Hostile defensiveness The culture of deception The confusion surrounding knowledge management and the learning organization What are data, information and knowledge? The educational neglect of experiential learning 5 Where Failure is not Delayed Success Management by rote The cost of bad decision-making Prevention - less costly than cure A country-by-countrysurvey: the US The U K New Zealand South Africa Israel 6 Going for 2020 Vision Unconscious learning Incidental learning Planned learning Proactive learning Defensive learning Action learning Prospective learning Case studies: company-specificexperiential learning The improvement principle Selective learning Postmortems The tacit input Remember hard copy? Socializing:the other knowledge-sharing medium Why modern systems are not working well Addressing the innate problems 7 Cutting the Workload The Knowledge Chart The Project Map The Employee Transit Audit The Knowledge Retrieval Plan 8 TalkTalk vii 85 86 87 88 90 92 From cave drawings to DVDs The history of oral debriefing Oral debriefing in the U military S Oral debriefing in industry Embarking on an oral debriefing programme viii Corporate DNA Knowledge is mine. Why should i share it? The four types of debriefing Dealing with false memory Capturing the evidence The introduction letter Serious research The debrief - and follow-up questions Transcripts and editing Ethics and legal issues Confidentiality ,Defamationand freedom of information Copyright differences To pay or not to pay? Telephone interviews Summary 9 From Hagiography to a Powerful Management Tool Externally funded corporate histories Independent corporate histories Unauthorized corporate histories Independent corporate histories with company cooperation PR: the main motivation The sponsored corporate history Some corporate history disasters A successful example The history of corporate history The acknowledged limitations of corporate history How to improve corporate histories Formulate a code of conduct Change departments Develop a new mindset Construct an arm's-length approach Wider applications Why corporate and business history? History is knowledge Lighting the Lamp The make-up of survival Chains and weak links Experiential learning explained Kolb's unique contribution The origins of modem experiential learning Lewin's group dynamics Upending Pavlov Life experiences = learning = knowledge EBM's contribution Kolb's Experiential Learning Theory (ELT) 10 Contents EBM's learning stages: reflection The Lessons Audit Reprocessing Evaluation Epilogue: The Future of the Past How one point can make the difference Working smarter is the answer Where is business going? Demand is the key Catch 22 Restructuring learning within the corporate setting Messages for the learning organization Decision-making made easier Business and academia: intelligent cooperation Two addendurns Appendix 1:GDP Per Person Employed 195CL2003 Appendix 2: The World Competitiveness Scoreboard 2004 Appendix 3: OECD Productivity Scoreboard 2003 Appendix 4: Productivity as a Percentage of US Productivity Index ix

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