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Get the book for your classroom and then see if you can't get him to come speak. Few kids books carry with them such richness of experience. This one is not to be missed.
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Dail R. Cantrell was recently nominated for a Book of the Year award for Equal to the Task, one of the best books on the subject ever written. This book is a good companion.
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In this context, the authors, in Chapter 8, first put forward the following ten reasons why organizations might want to become more global: competitive survival, cost spreading, trailblazing, rule of three, domino effect, evolutionary forces, technological revolution, search for innovation, ripple effect, and benchmarking against other companies. Then, they discuss seven challenges companies face in making the global leap: (1)Establishing a workable global structure, (2)Hiring global supermanagers, (3)Managing people for a global environment, (4)Learning to love cultural differences, (5)Avoiding parochialism and arrogance, (6)Designing unifying mechanisms and a global mindset, (7)Overcoming complexity.
In Chapter 9, to overcome these challenges, they show action plans, and suggest ways of moving forward, from learner to launcher and from launcher to leader into the global arena as summarized as below:
I- From Global Learner to Global Launcher
1. Human Resources Practices
* Supply language/cultural sensitivity training.
* Standardize forms and procedures.
* Set up an overseas presence via joint venture, modest acquisition, or establishment of a headquarters.
* Engage in extensive cross-border relationship building.
2. Organizational Structures
* Arrange short-term visits and international assignments.
* Staff for more diversity in management and board of directors.
* Use e-mail and videoconferencing to maintain day-to-day contact.
3. Organizational Processes and Systems
* Establish worldwide shared values, language, and operating principles.
* Conduct fact-finding missions.
* Design ad hoc transnational teams.
* Hold global town meetings and best-practice exchanges of information.
II- From Global Launcher to Global Leader
1. Human Resources Practices
* Seek complete liquidity of human resources: recruit outside the domestic base; place foreign recruits within the domestic base; promote the best people to global assignments; rotate people internationally; use twinning.
* Aim for a global structure.
* Map global processes.
2. Organizational Structure
* Provide continuing global leadership trining and regular transnational training to reinforce the global mindset.
* Remove/minimize country managers and replace with global managers and focus on global customers.
* Routinize real-time global communications.
3. Organizational Processes and Systems
* Use global reward systems.
* Multiply ongoing transnational project teams.
* Work for global integration (for example, total global sourcing, global design, global engineering, and global purchasing).
Finally, they write that "Many tools are available to organizations, and we have described a good number of them here (as summarized above). But senior management must have the skill and foresight to use the right tools in the right way, at the right time, and in the right sequence...Each stage requires structures that enable the crossing of boundaries, systems and procedures that drive global behavior, and people who can learn to extend their thinking beyond their present outlook."
Highly recommended.
"In living organisms, membranes exist to give the organization shape and definition. They have sufficient structural strength to prevent the organism from dissolving into an amorphous mess....Like a living organism, the boundaryless organization also evolves and grows, and the placement of boundaries may shift....Because the boundaryless organization is a living continuum, not a fixed state, the ongoing management challenge is to find the right balance of boundaryless behavior, to determine how permeable to make boundaries, and where to place them."
This brief excerpt from the first chapter correctly suggests the purpose of this remarkable book: To explain HOW to meet that challenge.
The material is presented within four parts plus a conclusion. The first explains how to achieve "free movement up and down" by crossing vertical boundaries; the second explains how to achieve "free movement side to side" by crossing horizontal boundaries; the third explains how to achieve "free movement along the value chain" by crossing external boundaries; and in the fourth part, they explain how to achieve "free global movement" by crossing geographic boundaries." Then in the Conclusion, the authors discuss "Making It Happen: Leading Toward the Boundaryless Organization."
The authors also include a series of six questionnaires. By completing each in sequence, the reader is able to determine (a) where her or his organization is now located relative to "the boundaryless paradigm", and (b), what is needed to eliminate the "gap" between where it is now and where it should be. Those who share my high regard for this book are urged to read The Boundaryless Organization Field Guide. It contains a a hands-on set of diagnostic instruments as well as exercises and tools, and a disk with presentation slides in Powerpoint format.
I agree with the authors: The most restrictive organizational boundaries are in the minds of those within an organization. Organizational as well as personal wounds are usually self-inflicted.
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The truth is there are churches that abuse, even in mainline and evangelical protestant denominations.
The book perpetuates the myth some as the examples are given from more cult-ish groups.
No, not every church abuses. Sometimes otherwise healthy, vibrant churches can have unhealth, abusive pockets or sub-groups in them due to the negative influence of one or two leaders. And emotionally abusive parents can visit spiritual abuse on their children even in an overall healthy church.
The outline of the chapters in the book gives an excellent guide for evaluating one's church experience and if it is abusive:
Ten characteristics of churches that abuse:
* Abusive churches use fear, guilt and threats:
1. Control-oriented leadership
2. Manipulation of members
* Abusive churches see themselves as special:
3. Spiritual elitism (e.g., dogmatism)
4. Perceived persecution
* Abusive churches foster rigidity:
5. Lifestyle rigidity (e.g., legalism, performance oriented)
6. Emphasis on experience (e.g., experience of leaders is key source of truth)
* Abusive churches discourage questions:
7. Suppression of dissent (e.g., dogmatism--only our view is right; "trust and obey")
8. Harsh discipline (e.g., legalism, shunning, control of dating & family relationships, etc.)
* Abusive churches make leaving painful:
9. Denunciation of other churches (e.g. salvation is only through us, our brand of faith)
10. A painful exit process (shunning, humiliation, starting over in relationships and/or financially)
It helped me know I wasn't "crazy" or rebellious or misunderstanding things. I was being abused and God used the truths in this book to set me free.
"Who the Son sets free is free indeed..."