The Purpose, the Organisations, the Journey, the Start

• Published in: Managing Value in Organisations pp. 11 - 16
• Main Author: Carroll, Donal
• Format: Book Chapter
• Language: English
• Published: United Kingdom Taylor & Francis 2012; Taylor & Francis Group
• Edition: 1
• Subjects: Personnel & human resources management; Research & development management; Sporting Outfitters; management model; organisational value; Knud Illeris; business research experiment; Blockbuster Business Model; Business Case; Big Issue Vendors; Productive Interference; Continuing Improvement Journey; Social Enterprise Company; Private Limited Company; Follow; Short Term Personal Gain; Simon Caulkin; Embrace Social Media; business model; Social Stock Exchange; start-up organisation; organisational development; Ceo; Applied Business Research; Dominant Management Model; Del Boy; selling-on organisation; Wo; Employee Engagement; Duck; CVP; Traditional Management Approach; Continual Service Improvement; Split Ends
• ISBN: 9781409426479; 1409426475; 9781138271258; 113827125X
• DOI: 10.4324/9781315593685-6

The purpose is to develop some new ideas which claim to sustainably improve performance and test them. This work is applied business research'. It is an inquiry approach using three models' based on key principles of management', business' and learning' theories to examine and enable organisational development. The claim of the work is that reinventing their three models' together will enable organisations to reach their next stage of development faster. Behind this claim is another one, that the thinking in management, learning and business, their theories-in-use', which has got them this far, will be a barrier to future development and through this can be reinvented. For instance, there were also a number of college principals who were very interested but because of restructuring and key contacts moving on, did not continue. The process of approaching organisations and getting feedback on possible interest all took time. A legacy of the traditional management approach is that it creates neither goodwill nor commitment but accrues what is best understood as a colossal organisational debt. A sustained legacy in the Learning and Skills sector though it also applies elsewhere, is split ends', in which staff pursue aims which contradict those that the organisation proclaims. However, internalising resentment and professional withdrawing' is a form of arrested development, which will not create the adult-to-adult' behaviour of high performance. Evidencing and costing disengagement isn't new. There is also evidence of organisations transforming the management model based on the understanding that if it is only as good as its people, how well it engages with them can be the difference between success and failure. At IT firm HCL, CEO Vineet Nayar, used employee engagement to transform the company into one of the most prominent and sustainably successful in India.