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Leading When You're Not the Boss - How to Get Things Done in Complex Corporate Cultures (Paperback, 1st ed.)
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Leading When You're Not the Boss - How to Get Things Done in Complex Corporate Cultures (Paperback, 1st ed.)
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Answer the questions that arise when managers and workers need to
adjust to unfamiliar leadership roles and rules in flattened
organizational forms. Leading When You're Not the Boss provides a
conceptual framework that you can apply when assessing your own
organizations and work. The book discusses the underlying ideas
necessary for a shift from a culture of hierarchies to one of
relationships and the establishment of intrapreneurial and holistic
work environments. This book supports the trend in many
corporations toward flattening parts of their traditional top-down
hierarchical management systems into more egalitarian,
democratized, and distributed organizational forms. It analyzes the
weaknesses of "management" culture at a time of ever more rapid
change and complexity in the business world and illustrates how
flattened organizational units increase agility, innovation, and
efficacy. Moreover, it discusses how individuals can exercise
effective leadership despite lacking the command-and-control
authority of conventional bosses and ways for organizations to
cultivate effective "post-management" cultures. Especially in the
technology sector, large projects have become too complex to be
mastered by any single leader. Drawing on his experience as a
senior manager and executive consultant for a number of Fortune
Global 500 companies, Roger Strathausen analyzes the situations and
benefits that motivate companies to adopt flattened organizational
forms. He shows that empowering a multi-talented group to manage
itself by horizontal cooperation can deliver products with more
speed, efficiency, innovation, and nimbleness than a solo boss
could, while yielding higher employee productivity and retention
rates. With an entertaining mix of real-world examples and an
episodic HBR-style fictitious case study, the author illustrates
throughout the book how his leadership lessons can be serviceable
only when intelligently tailored to the dynamic complexities of
specific situations, including the personalities and competencies
of the people involved. What You'll Learn How to tailor the
techniques of shared leadership to specific business situations
rather than treating them as iron rules How to flourish in
nonhierarchical and ambiguously-hierarchical organizational
contexts that encourage individual initiative for the joint benefit
of the enterprise and personal professional growth How success and
fulfillment at work are enhanced by organizational forms in which
participants assess the situational relevance of their respective
talents and actively apply them to group objectives in lateral
cooperation with peers, as opposed to passively receiving orders
from appointed bosses Who This Book Is For The primary readerships
for this book are business leaders and managers at all levels in
corporations and non-managerial professionals who work in
self-directed teams. The secondary readerships are practitioners,
consultants, and academics interested in the topics of human
resources, organizational design, and the future of work.
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