معرفی اساتید مدیریت دولتی
پروفسورپیتر سنگه(Peter M,Senge)
جهت دریافت نسخه الکترونیکی فایل بیوگرافی پروفسور،کلیک کنید
(1947) Peter M,Senge
Senior Lecturer in Leadership and Sustainability at the MIT Sloan School of Management. Email: psenge@mit.edu
تهیه کننده: آرزو سهرابی[1]
[1] Arezoo_sohrabi@ut.ac.ir
پیتر سنگه
در سال 1947 در آمریکا به دنیا آمد. مدرک کارشناسی مهندسی را از دانشگاه استنفورد و کارشناسی ارشد و مدلسازی سیسستمهای اجتماعی و دکترای مدیریت را از دانشگاه امآیتی اخذ کرد. او مدرس ارشد در مدرسه مدیریت اسلوان[1] در دانشگاه امآیتی است. مجله بیزینس استراتژی پیتر سنگه را یکی از ۲۴ نفری میداند که بیشترین تأثیر را در استراتژی کسب و کار در ۱۰۰ سال اخیر داشته است. از زمان انتشار کتاب اصل پنجم بیش از یک میلیون نسخه از آن فروخته شده است و مجله کسبوکار هاروارد آن را از کتابهای اساسی در مدیریت در 75 سال اخیر دانسته است. مؤسس انجمن یادگیری سازمانی است و در سخنرانی و آموزشهایش تئوری سیستمها را جهت فهم بهتر تغییرات سازمانی و اقتصاد ارائه میدهد.
[1] Sloan
فهرستی از مهمترین کتب سنگه به شرح زیر است:
Senge, P. M. (2006). The fifth discipline: The art and practice of the learning organization. Broadway Business.
Senge, P. M., & Scharmer, C. O. (2008). Community action research: Learning as a community of practitioners, consultants and researchers. Sage Publications.
Senge, P. M. (1987). Catalyzing systems thinking within organizations. System Dynamics Group, Sloan School of Management, Massachusetts Institute of Technology.
Hargrove, R. A., & Senge, P. M. (1998). Mastering the art of creative collaboration. New York: McGraw-Hill.
Senge, P., Kleiner, A., Roberts, C., Ross, R., Roth, G., & Smith, B. (1999). The Dance of Change: The challenges to sustaining momentum in a learning organization , Random House Audio Publishing Group ,596 pages
از مقالات مهم سنگه میتوان به مقالات زیر اشاره کرد:
- Senge, P. M., & Forrester, J. W. (1980). Tests for building confidence in system dynamics models. System dynamics, TIMS studies in management sciences, 14, 209-228.
- Kofman, F., & Senge, P. M. (1993). Communities of commitment: The heart of learning organizations. Organizational dynamics, 22(2), 5-23.
- Senge, P. M., & Sterman, J. D. (1992). Systems thinking and organizational learning: Acting locally and thinking globally in the organization of the future. European journal of operational research, 59(1), 137-150.
- Senge, P. M., Carstedt, G., & Porter, P. L. (2001). Innovating our way to the next industrial revolution. MIT Sloan management review, 42(2), 24.Senge, P. M. (1992). Mental models. Planning review, 20(2), 4-44.
- Senge, P. M., Lichtenstein, B. B., Kaeufer, K., Bradbury, H., & Carroll, J. S. (2007). Collaborating for systemic change. MIT Sloan Management Review, 48(2), 44.
- Senge, P. M. (1996). Leading learning organizations. Training & Development, 50(12), 36-37.
- Senge, P. M. (1997). Communities of leaders and learners. Harvard Business Review, 75(5), 30-32.
- Senge, P. M. (1993). Transforming the practice of management. Human resource development quarterly, 4(1), 5-32.
- Graham, A. K., & Senge, P. M. (1980). A long-wave hypothesis of innovation. Technological Forecasting and Social Change, 17(4), 283-311.
- Kim, D. H., & Senge, P. M. (1994). Putting systems thinking into practice. System Dynamics Review, 10(2‐3), 277-290.Roth, G. L., & Senge, P. M. (1996). From theory to practice: research territory, processes and structure at an organizational learning centre. Journal of Organizational Change Management, 9(1), 92-106.
- Bell, J. A., & Senge, P. M. (1980). Methods for enhancing refutability in system dynamics modeling. TIMS Studies in the Management Sciences, 14(1), 61-73.
- Senge, P. M., & Fulmer, R. M. (1993). Simulations, systems thinking and anticipatory learning. Journal of Management Development, 12(6), 21-33.
- Senge, P. M. (1996). The ecology of leadership. Leader to leader, 1996(2), 18-23.Senge, P. M. (1980). A system dynamics approach to investment-function formulation and testing. Socio-Economic Planning Sciences, 14(6), 269-280.
- Senge, P. M., Dow, M., & Neath, G. (2006). Learning together: new partnerships for new times. Corporate Governance: The international journal of business in society, 6(4), 420-430.
- Senge, P. M. (1996). Systems thinking. Executive Excellence, 13(1), 15-16.
- Senge, P. M. (1991). Team learning. The McKinsey Quarterly, (2), 82-94.Senge, P. M., Heifetz, R. A., & Torbert, B. (2000). A conversation on leadership. Reflections: The SoL Journal, 2(1), 57-68.Senge, P. M. (2012). Creating schools for the future, not the past for all students. Leader to Leader, 2012(65), 44-49.
- Senge, P. M. (1998). Personal mastery. Leading organizations: perspectives for a new era, 411-423.
- Senge, P. M., & Wheatley, M. (2002). Changing how we work together. Reflections: The SoL Journal, 3(3), 63-67.Senge, P. M. (2005). Missing the boat on leadership. Leader to Leader, 2005(38), 28-30
برخی از معروف ترین نقل قول های سنگه شامل:
- “the bad leader is he who the people despise; the good leader is he who the people praise; the great leader is he who the people say, “We did it ourselves”
- “Courage is simply doing whatever is needed in pursuit of the vision”
- “The most effective people are those who can “hold” their vision while remaining committed to seeing current reality clearly”
- “vision is an idle dream at best and a cynical delusion at worst – but not an achievable end”
- The gap between vision and current reality is also a source of energy. If there were no gap, there would be no need for any action to move towards the vision. We call this gap creative tension.
- Leadership is about creating new realities.
- “Collaboration is vital to sustain what we call profound or really deep change, because without it, organizations are just overwhelmed by the forces of the status quo. “
- “Courage is simply doing whatever is needed in pursuit of the vision.”
- “The world is made of Circles. And we think in straight Lines.”
- “Vision is an idle dream at best and a cynical delusion at worst – but not an achievable end.”
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Peter Senge (1947) is an American scientist, teacher and director of the Center for Organizational Learning at de MIT Sloan School of Management. He is known as the author of the book The Fifth discipline (1990) and founder of the five disciplines of learning organizations. Peter Senge also developed with Chris Argyris the Ladder of Inference, a powerful Decision Making tool. Peter Senge received a Bachelor’s degree (BSc.) in aerospace engineering from Stanford University. In 1973, Peter Senge obtained his Master’s degree (MSc.) in social systems modelling from the Massachusetts Institute of Technology (MIT) Sloan School of Management. Peter Senge obtained a doctorate (Ph.D.) in management in 1978. After he had obtained his doctorate, Peter Senge started working as an engineer in training for John H. Hopkins where he was inspired by the works of Michael Peters and Robert Fritz.
جهت دریافت نسخه الکترونیکی فایل مقاله The Practice of Innovation،کلیک کنید
