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.
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.
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.
Inhaltsangabe
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
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
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