Index
Mathew Donald
(Bachelor of Economics (major Acctg), Macquarie University)
(Master of Project Management, The University of Adelaide)
(Ph.D., Business (Management, Leadership and Organisational Change), Western Sydney University)
(Fellow of CPA Australia (FCPA))
(Member of Australian Institute of Project Management (MAIPM))
Leading and Managing Change in the Age of Disruption and Artificial Intelligence
ISBN: 978-1-78756-368-1, eISBN: 978-1-78756-367-4
Publication date: 16 July 2019
This content is currently only available as a PDF
Citation
Donald, M. (2019), "Index", Leading and Managing Change in the Age of Disruption and Artificial Intelligence, Emerald Publishing Limited, Leeds, pp. 193-198. https://doi.org/10.1108/978-1-78756-367-420191009
Publisher
:Emerald Publishing Limited
Copyright © 2019 Emerald Publishing Limited
INDEX
Advertising
, 59, 62, 66, 106–108, 132
Ageism
, 95, 162–163
Agility
, 73
Analysis
, 137, 157
Androids
, 64–66
Artificial intelligence (AI)
, (see also Organisational implications), 1–2, 10–11, 45, 57, 75, 95, 99, 108, 122–123, 129, 131, 143, 164
AI–AI interactions or communications
, 61–62
androids, auto-updates and model changes
, 64–66
communication and information
, 66–68
creativity
, 62–64
and human interactions
, 58–61
and organisation
, 11–14
organisational improvements
, 72–73
organisational structures with
, 69–70
platform
, 81
revolution
, 57–58
service and maintenance
, 70–71
version controls and advancement
, 71–72
workplace standards and collective bargaining
, 68–69
Assessment tools for culture
, 163
Attitude changes
, 53–54
Auto-updates
, 64–66
Blockchain technology
, 39–40
Brazilian project manager research
, 110
Brexit
, 23–26, 123, 164
vote in UK parliament
, 118
Business
moral dilemmas
, 160
performance
, 127
Business-to-business (B2B)
, 141
interactions
, 61–62
relationships
, 45
Business-to-customer (B2C)
, 62
Carbon certificates, taxes and trading
, 43
Catalonia
, 26–26
Catastrophic system failures of GFC or Asian crisis
, 160
Change
, 3–4, 136
Chief Information Office (CIO)
, 45–46
China
disruption
, 32–34
supporting emerging power sources
, 44
Climate change
, 41–42, 119
power alternatives and associated costs
, 44–45
property and staff
, 44
resource management
, 42–43
Climate disruption
, 44, 119
Cohesion and integration
, 50–51
Collective bargaining
, 68–69
Communication
, 66–68, 77, 79, 85–86, 108–109, 136, 141
CRT
, 82
disruption
, 48–50, 51
processes
, 80
sessions
, 84
style table
, 83
Communication regularity table (CRT)
, 82
Community
, 158
Competitive advantage
, 67, 101
Computing power
, 10–11, 14, 57, 59, 67
Confidentiality
, 87
Confirmatory factor analysis (CFA)
, 151
Control
, 137
organisational
, 51, 94
risk management and
, 116–120
Corporate image
, 60, 159
Corporate social responsibility (CSR)
, 158–159
Creativity
, 157, 166
in data analysis and sourcing
, 123
Critical thinking
, 2–3, 15, 157, 160, 165
on disruption
, 22
Critical thought
, 166
Cronbach’s alpha scores
, 148
Cross-cultural mixes
, 50
Cryptocurrencies
, 39–40
Cultural/culture
, 79, 88
change
, 161–163
value differences
, 50
Currency
, (see also Cryptocurrencies)
disruption
, 41
risk
, 40–41
Current risk registers
, 152–153
Customer service
, 140–141
Data
, 67
disruption
, 51–52
integrity
, 123
Decision makers
, 16
Decision making
, 128, 137
skills of management
, 106
Defensiveness, trade and
, 36–37
Delegation
, 110
Diesel disruption
, 31
Direct communication
, 77
Direction (leadership quality)
, 79
Disruption
, (see also Organisational impacts from disruption), 1, 3–6, 88, 95, 108, 129, 131, 164
avoidance of
, 21
effects
, 159
events
, 118
importance
, 7–10
for instance
, 133
pandemic
, 10–11
register
, 152–158
Disruption event monitoring table (DEMT)
, 153–156
Documentation
, 137
Driverless cars
, 58
Driverless vehicles
, 58
Drones
, 12–13, 122
Dynamic market instability
, 131
Early adoption
, 102
risk
, 66
Emerging currencies
, 39–40
Emotional intelligence
, 136
Employee
creativeness
, 135
resistance
, 144
Employee change
, 52–53
attitude changes and generational imbalances
, 53–54
knowledge and skills changes
, 53
work-life balance changes
, 54–55
Engagement
, 77, 79, 84
Enterprise resource programmes (ERP)
, 46, 66
Entrepreneurs
, 128
Ethics
, 79, 159–161
European Community disruption
, 30–32
European Union (EU)
, 23–25
Exploratory factor analysis (EFA)
, 148
component matrix
, 149
KMO and Bartlett’s test
, 150
leadership
, 151–152
Facebook
, 67
Factor correlation matrix
, 150
Feedback loops
, 108–109
Financial market change
, 37–38
Flexibility
, 60, 133, 166
Ford motor company
, 15–16
Formalised structures
, 127
France disruption
, 30–32
Gap analysis
, 81–82
Generational imbalances
, 53–54
Geopolitical changes
, 35–36, 38
German disruption
, 30–32
Global financial crisis (GFC)
, 23, 159
catastrophic system failures
, 160
monetary change and
, 38–41
Global organisations, organisational change in
, 47–51
Global political change
, 23
China, Russia and North Korea disruption
, 32–34
Germany, France and European Community disruption
, 30–32
Iran, Iraq, Syria and Turkey disruption
, 34–36
trade and defensiveness
, 36–37
Trump disruption
, 26–30
UK and Brexit
, 23–26
Global positioning system (GPS)
, 12, 57
Globalisation
, 1, 15, 98, 157, 164
Governance
, 65–66, 159–161
Governance protocols
, 59
Government policy
, 7, 42
Human interactions
, 58–61
Human resource management (HRM)
, 113–115, 139–140
IBM®
, 9
Improvement processes
, 111
Independent review of risk
, 120
Industrial Revolution
, 15, 58
Industrialisation and invention
, 3
Inflexible organisations
, 55
Influence (leadership quality)
, 79
Informal or verbal decisions
, 128
Information
, 49, 66–68
flow in new age
, 37
gaps
, 80
Information technology (IT)
, 45
resources or skills
, 68
Innovation
, 89–91, 166
Insurers
, 88
Integration
cohesion and
, 50–51
risk and complexity
, 47
Intellectual property (IP)
, 52
Interconnectivity of globalised trade
, 29
International organisations
, 127
Internet
, 6, 12
Investigative journalist
, 128
Iran disruption
, 34–36
Iraq disruption
, 34–36
Key performance indicators (KPI)
, 59, 109, 111
Knowledge
, 135
changes
, 53
mobility
, 51–52
Kodak®
, 9
Leadership
, (see also Organisation management), 2, 76, 85, 121, 134, 143, 151–152, 161–162
ambitions
, 78
communication
, 80–86
engagement
, 135
function
, 77
fundamentals
, 75–80
innovation
, 89–91
innovation assessment tool
, 90
in new age
, 163–166
new age pressures
, 91–92
organisational
, 164
positions
, 158–159
transformational leadership
, 91
trust
, 86–89, 165
Leadership qualities assessment table (LQAT)
, 78–79
LEAN
, 107
Long-term strategy
, 125
Management
, 2, 14–15, 76, 121, 125, 127, 134–135, 143, 151, 158
in new age
, 163–166
political skills
, 94
structures, strategy and processes
, 17–18
styles
, 94
task alignment
, 93–94
Market
, 38–41
disruption
, 37, 39
dynamics
, 131–133
management
, 104–108
Matrix structure organisations
, 127
Mentoring programmes
, 78
Middle East disruption
, 34–36
Mobile phones
, 11
Model changes
, 64–66
Modern organisations
, 89
Monetary change and GFC
, 38–41
Moore’s law
, 67
Net present value (NPV)
, 65
New age
pressures on leadership
, 91–92
proposed strategy process
, 99–100
technology
, 73
New age function (NAF)
, 130
New age stakeholder assessment table (NSAT)
, 104–105
New age strategy assessment tool (NASAT)
, 123
for AI/robotic
, 124
New idea generation function (NIGF)
, 112–113
North American Free Trade Agreement (NAFTA)
, 28
North Korean disruption
, 32–34
Nvivo10
, 144–146
Openness
, 76, 103, 125, 136, 165–166
Operational cycle
, 109
Operational management
, 111
Operations and project management
, 108–112
Organisation management
, (see also Leadership), 93
fundamentals
, 93–95
HRM
, 113–115
market management
, 104–108
operations and project management
, 108–112
risk management and control
, 116–120
stakeholder management
, 102–104
strategic management
, 95–102
Organisation(al)
, 22–23
AI and
, 11–14
culture
, 60, 88
delegations
, 128
effectiveness and survival
, 58
of future
, 129
improvements
, 72–73
investment
, 7, 17
knowledge
, 52
leadership
, 162, 164
performances
, 77–78
processes and culture
, 60
resistance
, 86
size
, 116
survival
, 14–18, 144
value and reputation
, 106
Organisational change
, 2, 3, 6, 15–16, 76, 143, 162
cohesion and integration
, 50–51
communication
, 48–50
cross-cultural mixes
, 50
CSR
, 158–159
cultural change
, 161–163
disruption register
, 152–158
EFA component matrix
, 149
factor correlation matrix
, 150
factor research
, 143–152
in global organisations
, 47–48
governance and ethics
, 159–161
independence test–management association
, 148
leadership and management in new age
, 163–166
negative change factors frequency table
, 145
positive and negative interview references
, 146
positive change factors frequency table
, 145
survey data Cronbach’s alpha–post-optimisation
, 148
word similarity clusters
, 147
Organisational control
, 94
wiki and impacts on
, 51
Organisational impacts from disruption
, (see also Disruption)
climate change
, 41–45
employee change
, 52–55
financial market change
, 37–38
global political change
, 23–37
knowledge mobility
, 51–52
monetary change and GFC
, 38–41
organisational change in global organisations
, 47–51
technological change
, 45–47
Wiki and impacts on organisational control
, 51
Organisational implications
, (see also Artificial intelligence (AI)), 121
customer service
, 140–141
market dynamics
, 131–133
staff requirements
, 133–140
strategy
, 121–126
structures and processes
, 127–130
Organisational structure
, 111, 127
with AI
, 69–70
Outsourcing
, 50, 59
Pandemic disruption
, 10–11
Paris Agreement
, 42–43, 45
Personality
, 76
Policy
, 110
government
, 7, 42
uncertainty on climate change
, 42–43
Politics
, 152
Positive perceptions of change and leadership
, 166
Postal services
, 5
Power alternatives and associated costs
, 44–45
Predictable disruption factors
, 4
Prices
, 38–41
Process map
, 108
Product or organisational marketing
, 107
Programmable logic controller (PLC)
, 70
Project governance
, 159
Project Management Offices (PMO)
, 116, 159
Property and staff
, 44
Redundancy
, 65
Research and Development (R&D)
, 123
Resistance to change (RTC)
, 144
co-existence and interrelationships
, 151
Resource management
, 42–43
Respect
, 79
Restrictions to credit
, 37
Risk
, 116, 119, 132–133
assessment bias
, 116
assessment in new age
, 66
evaluation
, 96
management and control
, 116–120
mitigation
, 151
register preparation
, 153
registers
, 117–118, 120
Robots
, 12, 63, 71, 122, 164
Russian disruption
, 32–34
Scams
, 45–46
Senior management
, 66, 120, 130, 165
Sense-giving
, 79
Service and maintenance
, 70–71
Simple language, short form no graph communication style
, 83
Skill-based teams
, 157
Skills
, 136
changes
, 53
decision-making
, 2, 106
political
, 94
Skills assessment tool for new age tool (SATNA tool)
, 137–140
high-impact change role
, 139
low-impact change role
, 138
Small-to medium-sized organisations
, 68
Smartphones
, 46–47, 57, 59
Social media
, 58–59, 98
Societal change
, 15–16
Society
, 103, 158, 161
Speed to market
, 63
Staff
, 80–81
connection and engagement
, 78
considerations for new age
, 136
individual change skills table
, 137
property and
, 44
requirements
, 133–140
roles descriptions
, 110
Stakeholders
, 8, 14, 65–66, 80, 88–89, 91, 96, 100, 120, 123, 153
diversity
, 81
management
, 102–104
performance expectations
, 127
support
, 125
Strategic management
, 95
technique checklist
, 97
Strategy
, 121–126
development
, 96
plans
, 96
Strategy iterative gate process (SIGP)
, 126
Strengths weaknesses opportunities and threats (SWOT)
, 133
Support (leadership quality)
, 79
Syrian disruption
, 34–36
Technically superior staff
, 134
Technological change
, (see also Organisational change in global organisations), 45
scams
, 45–46
smartphones and technology
, 46–47
technological integration and ease
, 47
Technology
, 59, 98
adoption or disruption
, 81
change
, 12
integration and ease
, 47
organisations
, 140, 159
smartphones and
, 46–47
Tolerance
, 54
Trade
and defensiveness
, 36–37
requirements
, 70–71
wars
, 27–28, 33, 118, 164
Traditional governance structures and processes
, 159
Traditional iterative improvement process
, 112
Traditional organisations
, 89
Training
, 60, 136
Trans-pacific partnership (TPP)
, 29
Transactional leader
, 91
Transformational leadership
, 91
Trump disruption
, 26–31
Trust
, 14, 79, 84, 86–89, 125, 136
in leadership
, 165
trusted market models
, 133
Turkey disruption
, 34–36
Uber-type organisations
, 122
Uncertainty
, 116, 132–133, 137
Unethical organisational behaviours
, 77
United Kingdom (UK)
, 23–26
United Nations Paris Agreement (2015)
, (see Paris Agreement)
United States (US) policies in renewable sector
, 44–45
Universal serial bus (USB)
, 6
Unpredictability of disruption
, 38
Verification
, 157
Version controls and advancement
, 71–72
Voice recognition forms
, 58
Word similarity clusters
, 147
Work-life balance changes
, 54–55
Workload
, 151–152
Workplace
games
, 60
standards
, 68–69
- Prelims
- Chapter 1 Introduction
- Chapter 2 Organisational Impacts from Disruption
- Chapter 3 Organisational Implications of Artificial Intelligence
- Chapter 4 Leading Organisations in the New Age
- Chapter 5 Managing Organisations of the Future
- Chapter 6 Organisational Implications
- Chapter 7 Organisational Change, Tools and Measures
- References
- Index