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Books > Business & Economics > Business & management > Management & management techniques > General
With contributions from some of the field?s most influential
scholars, this Handbook provides a path forward for students and
researchers interested in strategy process research from a middle
management perspective. This groundbreaking Handbook both reviews
existing theory and explores new ground concerning key issues
surrounding middle management?s influence on strategy making.Split
into five distinct sections, the book explicates the unit of
analysis and presents foundational theories, emerging models,
cutting-edge methods, and original empirical research in strategy
process research. Contributors with diverse theoretical and
methodological perspectives identify and address a wide range of
research issues relevant to middle managers? participation in
strategy making, such as social network analysis and video
methodology. Standout chapters include one on complex strategic
integration by Robert A. Burgelman and one on development of theory
by Henry Mintzberg. This Handbook is a must-read for academics
interested in strategy process research as it suggests novel
research approaches for addressing relevant phenomena and provides
an up-to-date review of the extant literature in the area.
This book discusses critical thinking as a tool for more
compassionate leadership, presenting tried and tested methods for
managing disagreement, for anticipating and solving problems, and
for enhancing empathy. Employing a lighter tone of voice than most
management books, it also shows how and when less-than-rational
mechanisms such as intuition and heuristics may be efficient
decision-making tools in any manager's toolbox. Critical thinking
is useful for analyzing incoming information in the context of
decision-making and is crucial for structuring outgoing information
in the context of persuasion. When trying to convince a client to
buy a service, an executive board to fund a project, or a colleague
to change a procedure, managers can use the simple step-by-step
guides provided here to prepare for successful meetings and
effective pitches. Managerial thinking can be steadily improved,
using a structured process, especially if we learn to think about
our thinking. This book guides current and would-be managers
through this process of improving and metathinking, in connection
with decision-making and persuasion. Using examples from business,
together with research insights from Behavioral Economics and from
Management and Organizational Cognition, the author illustrates
common pitfalls like hidden assumptions and cognitive biases, and
provides easy-to-use solutions for testing hypotheses and resolving
dilemmas.
American manufacturing is on life support--at least, that's what
most people think. The exodus of jobs to China and other foreign
markets is irreversible, and anything that is built here requires
specialized skills the average worker couldn't hope to gain. Not
so, says Dan DiMicco, chairman and former CEO of Nucor, America's
largest steel company. He not only revived a major US manufacturing
firm during a recession, but helped galvanize the flagging domestic
steel industry when many of his competitors were in bankruptcy or
headed overseas. In American Made, he takes to task the
politicians, academics, and political pundits who, he contends, are
exacerbating fears and avoiding simple solutions for the sake of
nothing more than their own careers, and contrasts them with the
postwar leaders who rebuilt Europe and Japan, put a man on the
moon, and kept communism at bay. We need leaders of such resolve
today, he argues, who can tackle a broken job-creation engine by
restoring manufacturing to its central role in the U.S.
economy--and cease creating fictitious service businesses where
jobs evaporate after a year or two, as in a Ponzi scheme. With his
trademark bluntness, DiMicco tackles the false promise of green
jobs and the hidden costs of outsourcing. Along the way, he shares
the lessons he's learned about good leadership, crisis management,
and the true meaning of innovation, and maps the road back to
robust economic growth, middle-class prosperity, and American
competitiveness.
"The Coachable Leader" speaks to executives who are serious and
willing to reflect upon, refine, and possibly reconstitute their
leadership practices. If you want to be one of those people, it's
imperative that you remain coachable so you can gain insights on
how to encourage positive behaviors and avoid executive actions
that sabotage mutual success.
Use this book to seize your opportunity to become an exceptional
leader. Through its clearly outlined chapters, complete with
real-life business examples and comprehensive graphics, you'll
learn how to balance the seven fundamentals for effective
leadership development: collaborative convincement, emotional
strength, integrative ethics, provident power, interactive
influence, team forbearance, systems discernment.
With these foundational concepts, you'll discover how to
initiate a more cooperative and collaborative approach to
leadership. As you seek to become a coachable leader, you'll
develop skills, techniques, and tools to inspire and accomplish
tangible, bottomline results. Achieve a more balanced approach to
reaching your goals with "The Coachable Leader "
What is it about the top tech product companies such as Amazon,
Apple, Google, Netflix and Tesla that enables their record of
consistent innovation? Most people think it's because these
companies are somehow able to find and attract a level of talent
that makes this innovation possible. But the real advantage these
companies have is not so much who they hire, but rather how they
enable their people to work together to solve hard problems and
create extraordinary products. As legendary Silicon Valley
coach--and coach to the founders of several of today's leading tech
companies--Bill Campbell said, "Leadership is about recognizing
that there's a greatness in everyone, and your job is to create an
environment where that greatness can emerge." The goal of EMPOWERED
is to provide you, as a leader of product management, product
design, or engineering, with everything you'll need to create just
such an environment. As partners at The Silicon Valley Product
Group, Marty Cagan and Chris Jones have long worked to reveal the
best practices of the most consistently innovative companies in the
world. A natural companion to the bestseller INSPIRED, EMPOWERED
tackles head-on the reason why most companies fail to truly
leverage the potential of their people to innovate: product
leadership. The book covers: what it means to be an empowered
product team, and how this is different from the "feature teams"
used by most companies to build technology products recruiting and
coaching the members of product teams, first to competence, and
then to reach their potential creating an inspiring product vision
along with an insights-driven product strategy translating that
strategy into action by empowering teams with specific
objectives--problems to solve--rather than features to build
redefining the relationship of the product teams to the rest of the
company detailing the changes necessary to effectively and
successfully transform your organization to truly empowered product
teams EMPOWERED puts decades of lessons learned from the best
leaders of the top technology companies in your hand as a guide. It
shows you how to become the leader your team and company needs to
not only survive but thrive.
How well do governments do in converting the resources they take
from us, like taxes, into services that improve the well-being of
individuals, groups, and society as a whole? In other words: how
well do they perform?
This question has become increasingly prominent in public debates
over the past couple of decades, especially in the developed world
but also in developing countries. As the state has grown during the
second half of the 20th century, so pressures to justify its role
in producing public services have also increased. Governments
across the world have implemented all sorts of policies aimed at
improving performance.
But how much do we know about what actually improves performance of
public organisations and services? On what theories, explicit or
more often implicit, are these policies based? The answer is: too
much and too little. There are dozens of theories, models,
assumptions, and prescriptions about 'what works' in improving
performance. But there's been very little attempt to 'join up'
theories about performance and make some sense of the evidence we
have within a coherent theoretical framework.
This ground-breaking book sets out to begin to fill this gap by
creatively synthesising the various fragments and insights about
performance into a framework for systematically exploring and
understanding how public sector performance is shaped. It focuses
on three key aspects: the external 'performance regime' that drives
performance of public agencies; the multiple dimensions that drive
performance from within; and the competing public values that frame
both of these and shape what public expects from public services.
Even without the word "manager" in your title, you manage people
every day of your life. You manage expectations at work and at home
with your family, friends, and business associates. Author Terry
"T. J." Jenkins has been supervising employees for decades, and he
has also excelled at managing his personal affairs. In this
step-by-step guidebook, he shares the lessons he's learned from
climbing the corporate ladder and in his daily life. Success starts
with commonsense approaches that few people take when working with
team members. You will learn how to acquire the right tools to
manage people and events; when it makes sense to make a lateral
move in order to meet your ultimate objectives; why it's so
important to keep your promises; how to communicate better with
others. You'll also find practical strategies on dealing with
stress, hiring the right people, and achieving goals. Forget about
the technical manuals and complicated theories that promise to lead
you to success. Instead, improve your relationship with the people
you manage at work and elsewhere with "A Commonsense Approach to
Dealing with People."
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Paperback
(2)
R519
Discovery Miles 5 190
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