Charles Handy Research Articles

The Relationship Between the Motivation Calculus and The Organizational Performance

This study follows the Motivation Calculus of Charles Handy conducted in a large multinational company’s branch located in Romania. The findings have been obtained by analyzing the responses to our questionnaire that tracks the “E” factors from a representative and diverse sample and comparing the results to the individual performance score given by their supervisor.

The Correlation between Motivation and Performance for Supervisory Roles

In a knowledge-based organization, the employees, as holders of intangible knowledge, play a particularly important role in these organizations, as they can foster productivity, creativity, and innovation that ultimately leads to high performance. The scope of our study is to see if a higher intrinsic motivation, tracked by using Charles Handy’s four “E” factors: effort, energy, excitement, and expenditure, is related to a higher organizational performance for supervisors in the Romanian branch of a multinational company. We have used a quantitative method, by administering a questionnaire, with Likert scale questions, to a sample of 57 supervisors, then correlating their score with the performance score they have obtained from their direct supervisor. The results revealed that there is undeniably a connection between the importance that employees are self-imposing on the “E” factors when they are in pursuit of achieving organizational goals, that is, bringing a higher organizational performance.

The Influence of Motivation upon Performance: A Quantitative Research Conducted Among Software Developers

In a complex and unpredictable business environment that is constantly changing, often the individual performance of software developers directly influences the performance of the entire organization. Thus, the more motivated employees (respectively software developers) are, the results obtained by them are higher, because the achievement of the individual objectives is closely related to the achievement of the organization's objectives. Therefore, this paper aims to study the link between motivating software developers and organizational performance for a multinational company in Romania using Charles Handy’s theory of motivation. Starting from the 4 “E” factors (energy, excitement, effort and expenditure), a quantitative research was carried out by applying a questionnaire among 32 software developers. The questionnaire was made up of Likert-scale questions, so that each software developer could choose the option that seemed most appropriate. The results revealed that there is a strong link between the four motivational factors (e factors) and organizational performance within software developers. Also, for the study of the concepts most often encountered together with motivation, software developers and performance, bibliometric research was carried out.

Remuneration Strategies related to Charles Handy’s cultural typology: A case study in a small digital market business in pandemic times

Goal: This research intends to propose a remuneration system adjusted to remote work conditions in Pandemic context, considering the types of Charles Handy’s Cultural Typology
 Design/Methodology/Approach: The research developed in this study is qualitative and descriptive. For data collection, a questionnaire elaborated based in a validated protocol was applied to the director and other employees at the company as a Simple Case Study.
 Results: According to the results, the Person Culture is the one most present at the Organization studied. The authors took into consideration the fact that the Task Culture is also greatly presented in the organizational culture of the company. The results indicate that the company would need to increase the share of variable remuneration in compliance with the more autonomous forms of work organization rules, as the home office way of work. The company also presents a good organizational climate, with a lot of collaboration and trust in the relations between its employees.
 Limitations of the Investigation: the limitations of the study are related to the fact that it is not possible to generalize the results to other small companies, considering that the organizational culture of the studied company is unique if compared to other companies. Other limitations refer to the fact that the study presents an initial overview of a home office situation at the beginning of the pandemic context, and other considerations can be made later.
 Practical Implications: The company should seek to increase the variable portion on the payroll of its employees. Because the people that work at the company have great autonomy, working remotely and being able to choose work hours, adopting a system that prioritizes variable portion of the salary is important so that the workers feel motivates to produce more, seeking a higher remuneration. Otherwise, with a good level of fixed remuneration, the workers can become less productive and comfortable
 Originality/Value: The research contributes to understand the remuneration strategies in new work contexts, especially in terms of the transition from presential work to home office in a digital market business.

Educating for uncertainty

Business schools have always been educational pioneers, but new times bring new challenges – so now they must do it all over again, says Charles Handy

Paradigm Shift: A Perspective on OmaniWomen in Management in the Sultanate of Oman

Organizations need talented women in their core jobs, therefore, not only for reasons of social fairness, important though that is, but because many of those women will have the kinds of attitudes and attributes that the new flat flexible organizations need. If they screen out the women they will handicap their future. Charles Handy

Leading Organizational Design

This note presents an overview of some fundamental characteristics of organizational design, and builds on Peter Senge's notion that effective leaders must also be effective designers of organizations. The note briefly discusses various forms of structure, introduces Charles Handy's model of emerging organizations, recognizes the growing reality of virtual organizations, and comments on four key systems to which leaders should pay attention: recruiting, development, reward, and information. Excerpt UVA-OB-0657 Rev. Sept. 25, 2014 LEADING ORGANIZATIONAL DESIGN The design of the context in which people work is an often ignored and underutilized aspect of effective leadership. Even if a leader has a clear strategic vision and is effective at communicating that to followers, unless the organization in which they are asked to work has been designed to facilitate their contributions, little progress is likely to be made. Good leaders understand the nature of organizations and are insightful about how to design and shape them. But it's not only design. There is a fit question too. Some people may have leadership styles that would allow them to function well in many kinds of organizations, while others will thrive only in a narrower range of organizational parameters. Effective leaders are effective designers of organizations. Depending on your authority and power base, you may or may not have the opportunity to design or redesign an organization or parts thereof. If you are wise, though, you'll recognize that you cannot get good results if the hiring, work design, appraisal, reward, and educational systems of your organization aren't aligned with your strategic goals. As Peter Senge has pointed out, leaders are designers. In fact, decisions made in the designs of organizations may, ultimately, be more powerful than subsequent decisions about allocations of resources within those designs. Further, the basic assumptions you have about people are likely to have a huge influence on your design influence. If you trust people, you may design systems one way. If you believe people are lazy, you are likely to design systems another way. Your leadership assumptions about people will shape the organizations you create–and hence, designing organizations is one way or the other a Level Three activity. Let's see how this plays out in organizations. . . .

A Revisited Perspective on the Deconstructive Process in Organizations

The main purpose of this paper is to advance a revisited theoretical version on the business organizational reality. The new organizational scientists ceased to present the organizational business reality as a given one opting in favor of a constructivist perspective. Management and leadership key theorists like Michael Porter, Henry Mintzberg, Steve Jobs, Richard Bronson, Charles Handy, Peter Drucker, have gone beyond the mere representational knowledge of business environment, considering that business reality is being continually constructed and reconstructed. As pioneers in the science of strategic management and as well as innovators, they are followed by a vast array of organisations’ leaders all over the world, all of them being interested in the methods of optimizing business reality as planning, strategic methods and techniques etc. Planning, among such procedures, is meant to re-creating the business environment in the benefit of the organisation. We shall attempt not only to make an inventory of the new topic but also to rethink some of the classical concept like those of planning and strategy related to our own field of interest: the dualist perspective on the business organizational growth. Our own approach might be integrated therefore in what we are allowed to announce as being a dualist perspective. The organizational reality of business appears to be a strategized reality so that the planning act is the main dimension of the reconstructed business reality. DOI: 10.5901/mjss.2015.v6n2s2p27

Practices in Project Management According to Charles Handy's Organizational Culture Typologies

Abstract This research intends to examine some practices in project management applied to organizational culture typologies developed by Charles Handy. The literature review was made through the Capes databases, Scientific Electronic Library Online - SciELO, Scopus and ISI Web of Science to understand through scientific academy building the thought of applicability of the research already observed in the professional field. As a result, this work analyzes the results across the existing organizational culture in organizations with project management practices commonly used in the Brazilian market. The sample was composed of 12 respondents to the questionnaire: the data collected indicated that the object of this study is aligned with the project management market. Therefore, the results also showed that the speed of evolution in project management area may require more study of pragmatic alignment of the academy in the humanistic area.

THE SHAMROCK ORGANISATION

What is the best way to organise a company? From the shamrock to the Triple I, Charles Handy has led the debate

THE NEW OIL

The British social philosopher Charles Handy celebrates his 80th birthday in 2012. His work provides a powerful link between the leading pioneers of management thinking and the future of work. Ideas really are the new oil. Stuart Crainer examines Handy's unique contribution.

Leadership in higher education: some lessons from other sectors

PurposeThere is a tendency in every sector to argue that its culture and leadership issues are unique, and that concepts and processes for leadership development do not travel well across sector boundaries. Higher education (HE) is well known for adopting this point of view. Drawing from the author's own experience of working in many parts of the private, public and third sectors, the purpose of this paper is to unpack that paradox and suggest some important lessons and practices that can survive the transition across these boundaries.Design/methodology/approachThe examples of such practices are drawn from the worlds of broadcasting, the arts, education, local and central government. They include embracing the “tight/loose” tension conceived by Charles Handy, the conceptualisation of the customer experience in a way that can engage HE staff and the vital contribution that universities can make to the “leadership of place”.FindingsThe author has found three general concepts of leadership, which seem particularly relevant to the challenges facing UK HE today. Agility – the ability to embrace new business models, new organisational relationships and new technological opportunities whilst holding on to the core purpose of HE. Distinctiveness – seeking through institutional dialogue a shared understanding of difference, either as a single institution or as part of a unique cluster of universities. Alignment – finding the optimal meeting point between top‐down institutional goals and the traditional bottom‐up collegial culture.Originality/valueThis paper provides an opportunity to reflect on development programmes run by the Leadership Foundation, and to test them against the wider context of public service leadership development.

The Drucker lectures: essential lessons on management, society, and economy

Previously unpublished talks from the Father of Modern Management Throughout his professional life, F. Drucker inspired millions of business leaders not only through his famous writings but also through his lectures and keynotes. These speeches contained some of his most valuable insights, but had never been published in book form-until now. The Drucker Lectures features more than 30 talks from one of management's most important figures. Drawn from the Drucker Archives at the Drucker Institute at Claremont Graduate University, the lectures showcase Drucker's wisdom, wit, profundity, and prescience on such topics as: Politics and economics of the environment Knowledge workers and the Knowledge Society Computer and information literacy Managing nonprofit organizations Globalization During his life, Drucker well understood that over the last 150 years the world had become a society of large institutions-and that they would only become larger and more powerful. He contended that unless these institutions were effectively managed and ethically led, the good health of society as a whole would be in peril. His prediction is unfolding before our eyes. The Drucker Lectures is a timely, instructive book proving that responsible behavior and good business can, in fact, exist hand in hand. Praise for The Drucker Lectures Peter Drucker shined a light in a dark and chaotic world, and his wordsremain as relevant today as when he first spoke them. Drucker's lecturesand thoughts deserve to be considered by every person of responsibility,now, tomorrow, ten years from now, fifty, and a hundred. -Jim Collins, author of Good to Greatand How the Mighty Fall Wartzman has brought Drucker alive again, and vividly so,in his own words. These samples of his talks and lectures, because theywere spoken not written, will be new to almost all of us. A great andunexpectedtreat. -Charles Handy, author ofMyself and Other More Important Matters Peter Drucker's ideas continue to resonate powerfully Hislectureson effectiveness, innovation, the social sector, education and so muchmore provide fresh insights that extend beyond his other writings andprovide lessons for us all. This book is a gem. -Wendy Kopp, CEO and founder of Teach for America Wartzman has performed a great service in pulling together TheDrucker Lectures. The collection is as far-ranging as Drucker's thinkingandwriting. If you have sampled Drucker before, you will find things youhaven'tseen. Peter's ideas live on. You will be energized by reading themanew. -Paul O'Neill, former U.S. Secretary of the Treasury Peter Drucker inspires awe. From the 1940s until his death a few yearsago, he displayed a combination of insight, prescience, and productivitythat few will ever match. This superbly edited collection captures boththerange of Drucker's thinking and the sweep of history that informed it.TheDrucker Lectures is a riveting read that reveals the depth and subtletyofone of America's most remarkable minds. -Daniel H. Pink, author ofA Whole New Mind and Drive Wartzman really has brought to life in The Drucker Lectures.Reading this book, I practically felt as though I were seated in theaudience,listening to my friend and hero, Drucker-truly one of thegreat geniuses of management. These lectures are as vital today as theywere when delivered them. They cover significant territory, fromtheimportance of faith and the individual to the rise of the globaleconomy.It's a classic collection that belongs on every manager's bookshelf. -Ken Blanchard, coauthor ofThe One Minute Manager and Leading at a Higher Level Thank you, Rick Wartzman, for the pleasure of learning from the witty,informal Drucker as his ideas unfold and his remarkable mindgrappleswith challenges of management that are still with us today. -Rosabeth Moss Kanter,Harvard Business School Professorand author of Confidence and SuperCorp:How Vanguard Companies Create Innovation,Profits, Growth, and Social Good

The essential Bennis

Foreword (Charles Handy). (Warren Bennis). Part 1: My Life as a Invented Life: Shoe Polish, Milli Vanilli, and Sapiential Circles (1971, 1993). Martin Kaplan on An Invented Life. Berkeley of the and What Went Wrong (1973). Patricia Ward Biederman on Berkeley of the East and What Went Wrong. for the Perfect University President (1971). Steven B. Sample on Searching for the 'Perfect' University President. Foreword to The Age of Heretics (2008). Part 2: Organizations Create or Thwart Leaders. Is Inevitable (1964, 1990, 1998). Rosabeth Moss Kanter on Democracy Is Inevitable. The Coming Death of Bureaucracy (1966, 2000). Tom Peters on Coming Death of Bureaucracy. The End of the Great Man (1997). Scott Snook and Rakesh Khurana on End of the Great Man. The Pornography of Everyday Life (1976). Winning and Losing (1988). Lessons from Larry (2006). to (1972). Corporate Fear of Too Much Truth (2002). James O'Toole on When to Resign and A Corporate Fear of Too Much Truth. March of Folly Redux: Iraq (2003). Part 3: On Becoming a Learning Some Basic Truisms About (1989, 1996). the Basics (1989, 2003). Frances Hesselbein on Understanding the Basics. Deploying Yourself: Strike Hard, Try Everything (1989). Judgment Trumps Experience (2007). The Crucibles of (2004). Susan Nero on Crucibles of Leadership. The Alchemy of (2002). Howard Gardner on Alchemy of Leadership. to the Twentieth-Anniversary Edition of On Becoming a Leader (2009). David Gergen on Epilogue to the Twentieth-Anniversary Edition of On Becoming a Leader. Part 4: as Performance. The Seven Ages of the Leader (2004). Sidney Harman on Seven Ages of the Leader. The Leader as Storyteller (1996). Peter Guber on Leader as Storyteller. as a Performing Art (2002). Glenn Close on Leadership as Performing Art. Part 5: Cultivating the Leader in Others. The Challenges of in the Modern World (2007). Bill George on Challenges of in the Modern World. Business Schools Lost Their Way (2005). Joel Podolny on How Business Schools Lost Their Way. The End of (1999). to The Art of (2008). Make Good Leaders Good (1989). Jean Lipman-Blumen on Introduction to The Art of Followership and Followers Make Good Leaders Good. Part 6: and the Media. The Age of Unreality (1989). Analysis: It's the Culture (2003). Geneva Overholser on News Analysis: It's the Culture. The New Transparency (2008). Geoff Cowan on New Transparency. Notes. About the Authors. Index. Credits.

Management by trust in a democratic enterprise: A law firm shapes organizational behavior to create competitive advantage

AbstractThe founder of Mumbai‐based Nishith Desai Associates (NDA) built his law firm on a few powerful ideas: a trust‐based, nonhierarchical, democratically managed organization that leverages research and knowledge to deliver premium services, high value, and a unique employer proposition that shatters many negative law‐firm stereotypes. The author discusses the rationale behind NDA's business model and its organization and talent framework, and tracks the firm's philosophical genesis, which includes ideas from Mahatma Gandhi on democracy and from Charles Handy on trust in virtual organizations. He examines the implications of Handy's Rules of Trust for HR policies and practices, and then he describes NDA's approaches for creating challenge, growth, and rewards in a nonhierarchical structure; building behavioral competencies; balancing control with freedom; and other management practices that empower employees to act in the best interests of the firm and its clients. © 2009 Wiley Periodicals, Inc.

The Organization of the future 2: visions, strategies, and insights on managing in a new era

Preface (Frances Hesselbein). Introduction (Marshall Goldsmith). PART ONE: STRATEGY AND VISION: SETTING THE DIRECTION OF THE ORGANIZATION OF THE FUTURE. 1. Outsmart Your Rivals by Seeing What Others Don't (Jim Champy). 2. Organization Is Not Structure but Capability (Dave Ulrich and Norm Smallwood). 3. The Leader's Mandate: Create a Shared Sense of Destiny (James M. Kouzes and Barry Z. Posner). 4. A Different Kind of Company (Srikumar S. Rao). 5. Free to Choose: How American Managers Can Create Globally Competitive Workplaces (James O'Toole). 6. Managing the Whole Mandate for the Twenty-First Century: Ditching the Quick-Fix Approach to Management (Paul Borawski and Maryann Brennan). PART TWO: ORGANIZATIONAL CULTURE: VALUES, EMOTIONS, HOPE, ETHICS, SPIRIT, AND BEHAVIOR. 7. The Values That Build a Strong Organization (Thomas J. Moran). 8. Revisiting the Concept of the Corporation (Charles Handy). 9. Mobilizing Emotions for Performance: Making the Most of the Informal Organization (Jon R. Katzenbach and Zia Khan). 10. Beyond Retirement: Mature Workers Are Essential Talent for Organizations of the Future (Richard J. Leider). 11. The Best Hope for Organizations of the Future: A Functioning Society (Ira A. Jackson). 12. Reframing Ethics, Spirit, and Soul (Lee G. Bolman and Terrence E. Deal). 13. Environment Drives Behavior and Expectations (Bill Strickland with Regina Cronin). PART THREE: DESIGNING THE ORGANIZATION OF THE FUTURE. 14. Dynamic Organizations for an Entrepreneurial Age (Christopher Gergen and Gregg Vanourek). 15. Multidimensional, Multinational Organizations of the Future (Jay R. Galbraith). 16. Designing Organizations That Are Built to Change (Edward E. Lawler III and Christopher G. Worley). 17. Refounding a Movement: Preparing a One-Hundred-Year-Old Organization for the Future (Kathy Cloninger). 18. Three Challenges Facing Nonprofits of the Future: People, Funding, and Strategy (Roxanne Spillett). 19. Pioneering the College of the Future: Building as We Walk (Darlyne Bailey). PART FOUR: WORKING TOGETHER. 20. The Organization of the Future Will Foster an Inclusive Environment (Lee Cockerell). 21. The Leader as Subculture Manager (Edgar H. Schein). 22. The New High-Performance, Horizontal Organization (Howard M. Guttman). PART V: LEADERSHIP. 23. The Leadership Blueprint to Achieve Exponential Growth (David G. Thomson). 24. Leadership Judgment: The Essence of a Good Leader (Noel M. Tichy and Christopher DeRose). 25. The Leader of the Future (William A. Cohen). 26. Leadership by Perpetual Practice (Debbe Kennedy). Index.

Moral markets: the critical role of values in the economy

Like nature itself, modern economic life is driven by relentless competition and unbridled selfishness. Or is it? Drawing on converging evidence from neuroscience, social science, biology, law, and philosophy, Moral Markets makes the case that modern market exchange works only because most people, most of the time, act virtuously. Competition and greed are certainly part of economics, but Moral Markets shows how the rules of market exchange have evolved to promote moral behavior and how exchange itself may make us more virtuous. Examining the biological basis of economic morality, tracing the connections between morality and markets, and exploring the profound implications of both, Moral Markets provides a surprising and fundamentally new view of economics--one that also reconnects the field to Adam Smith's position that morality has a biological basis. Moral Markets, the result of an extensive collaboration between leading social and natural scientists, includes contributions by neuroeconomist Paul Zak; economists Robert H. Frank, Herbert Gintis, Vernon Smith (winner of the 2002 Nobel Prize in economics), and Bart Wilson; law professors Oliver Goodenough, Erin O'Hara, and Lynn Stout; philosophers William Casebeer and Robert Solomon; primatologists Sarah Brosnan and Frans de Waal; biologists Carl Bergstrom, Ben Kerr, and Peter Richerson; anthropologists Robert Boyd and Michael Lachmann; political scientists Elinor Ostrom and David Schwab; management professor Rakesh Khurana; computational science and informatics doctoral candidate Erik Kimbrough; and business writer Charles Handy.

Fast change – how to avoid getting in the way of your own success

PurposeThis paper seeks to explore the links between well‐established learning theory and organisation change. It aims to encourage organisation leaders to develop a learning strategy for change implementation.Design/methodology/approachThe paper tests out the proposition that the four‐box model based on learning steps is relevant not only to an individual's learning, but also to larger change situations. It tests out an idea proposed by Charles Handy that change is a synonym for learning.FindingsPersonal experience and observation suggest that change managers can operate at a strategic level one step removed from change. While this feels more comfortable it has some significant disadvantages when facilitating change. In comparison a learning focus gives the change leader useful insights into leading change. The paper finds strong links and echoes of the stages in the learning steps (unconscious incompetence – conscious incompetence – conscious competence – unconscious competence)Practical implicationsChange leaders will benefit from thinking through and developing a learning strategy to go alongside the change strategy with communication strategy and the physical changes that they are planning. Otherwise they may put too much emphasis on diagnosing and coping with resistance. This is a problem in traditional change methodology.Originality/valueThe paper makes a useful link between learning theory and change theory. It is written to be helpful to any manager who is responsible for a larger change and (ideally) who has not yet started on the change process, but wants to prepare themselves realistically for the task ahead.

Profile on Charles Handy

Why would Charles Handy rather be a flea than an elephant? Jan Bailey finds out about his rise from philosophy student to management icon.

The thinkers 50: the world's most influential business writers and leaders

From the distinguished Charles Handy to the classic Philip Kotler to the outspoken Paul Krugman, and including such visionary leaders as Bill Gates and Jeff Bezos, The Thinkers 50, based on an international survey of business academics, practitioners, consultants, and journalists, reinforces the powerful influences business and popular culture have on each other. Following surveys that were conducted in 2001 and 2003 (asking the single question: Who is the most important living management thinker?), the 2005 survey is the first to be released with a companion book, applying such criteria as practicality of ideas and international outlook to determine ranking, and featuring colorful, informative, and concise profiles of the 50 individuals whose ideas most profoundly influence business today. Each profile includes information on the subject's background and primary contributions, and lists key publications and web sites. Collectively, they reflect the state of the art in contemporary management thinking and its application, separating the people and ideas with lasting impact from the passing fads. From students to entrepreneurs to seasoned executives, The Thinkers 50 provides a compendium of practical insights on the art and science of management.