Maximum performance Forster N
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- Annotation
- Consulting Group
- Contents
- The author
- Acknowledgments
- Preface
- 1 The foundations of leadership and people management
- Objectives
- Introduction
- Are leaders ‘born’ or ‘made’?
- Captain Marvel
- Conclusion: developing leadership
- Goal setter and motivator
- Coach and mentor
- Shaker and stirrer
- Interpreter
- Linch-pin
- Helicopter
- Chapters 3–5 and 8).
- How organizational contexts influence leadership styles
- The new kid on the block
- Letting go of the reins
- Good housekeeping
- Squeezing the pips
- Leaders as coaches and mentors
- Transformational, charismatic and visionary leadership
- The vision thing
- The dark side of leadership
- Competence and credibility
- Inspiration and motivation
- Vision/sense of direction for the future
- Good communication skills
- A sense of humour
- 2 Personal performance and stress management
- Objectives
- Introduction: occupational stress in context
- The effects of occupational stress
- A resistance phase
- An exhaustion phase
- Personality and stress
- Personality and stress
- Strategies for coping with occupational stress
- Living the life you have imagined
- Charlie’s story
- Time management
- Step 1: stretch your targets
- Step 2: take one bite at a time
- Step 3: plan your day – every day
- Step 4: blam the spam
- Step 5: beat the paper jungle
- Step 6: involve the troops
- Step 7: create quality time
- Step 8: you’re OK (as long as) I’m OK
- Step 9: minimize time wasting
- Fitness and exercise
- Becoming a corporate athlete
- Sporting Bodymind. Like WAMCG in Australia and LGE
- Diet and nutrition
- Relaxation
- Tapes, pills, potions, lotions and pets
- Work and family life
- Corporate health and stress management programmes
- Conclusion
- Notes
- 3 Communication at work
- Objectives
- Communication in context
- Interpersonal communication
- Chinese Whispers
- Active listening
- How to spot liars
- Giving feedback to staff
- Feedback skills
- Is that clear?
- Feedback skills checklist
- Accentuating the positive
- Communicating from the top
- How to communicate with a nation
- Leaders as storytellers
- Storytelling in organizational settings
- ‘Teflon Bill’
- Getting started
- When is it taking place?
- Structuring the presentation
- Enhancing the content of the presentation
- Old brain New brain
- Primitive Advanced
- Choosing which audio-visual aids to use
- Crazy Ways for Crazy Days
- The Boss-Test
- Making Pancakes
- Delivering the presentation
- Using a full range of emotions
- The horizontal bungee-jumper
- The tennis player
- The leaning tower of Pisa
- Long John Silver
- Road-runner
- The musketeer
- The fig leaf
- The sergeant major
- Captain Vanity
- Dealing with uncooperative participants
- Conclusion
- Source: adapted from Nowlin (1990).
- Introduction
- How linguistic and cultural differences can cause problems with communication
- Conclusion
- Notes
- 4 Employee motivation, empowerment and performance
- Objectives
- Introduction
- The complex nature of motivation
- Part 1
- Part 2
- Content theories
- The practical applications of content theories
- The parable of the black belt
- Process theories
- General expectancy
- Goal setting
- Specific and measurable
- Agreed and manageable
- Realistic but challenging
- Time framed
- Evaluated
- Resourced
- Equity
- Reinforcement
- Attributions
- Description 1
- Description 2
- Money as a motivator
- Performance related pay and shareholding
- Non-financial incentives and rewards
- Summary: bringing ideas about motivation, empowerment and performance together
- Initiatives
- Outcomes
- Conclusion
- Notes
- 5 Leading and managing teams
- Objectives
- Introduction: teams in context
- Leading effective work teams
- Team leadership skills
- Creating a new work team
- Forming
- Storming
- Norming
- Performing
- Managing team meetings
- Managing meetings
- Conclusion: leading successful work teams
- 6 Doing it differently?
- Objectives
- The achievements and status of women in organizations
- Gender stereotypes
- Gender opinions
- ‘Turning a blind eye’
- ‘Banking Blues’
- ‘Your loss – my gain’
- ‘Don’t ever confuse intelligence with education’
- Boys will be boys and girls will be girls
- Herstory quiz
- The military
- Astronauts
- Firefighting and rescue services
- The Mafia
- Bullfighting
- Boxing, wrestling and kickboxing
- Wood-chopping
- Car, bike racing, football, rugby and golf
- Extreme sports
- ‘She’s one of the boys’
- Rock and pop music
- Rational Emotional Efficient
- Changing organizations
- Stage 1: denial
- Stage 2: the problem is women
- Stage 3: incremental adjustment
- Stage 4: commitment to a new organizational culture
- Conclusion
- Men must change
- Attitudes are changing
- Notes
- 7 Managing power, politics and conflict
- Objectives
- Introduction
- Power and politics in context
- Scoring key
- Source: Adapted from McClelland (1975).
- Referent or personal power
- Expert power
- Reward power
- Legitimate and coercive power
- Dealing with toxic employees and politicized organizations
- Chapter 1:
- Power is a social game
- Guard your reputation
- Praise your leaders
- Make people dependent on you
- Be calm and objective
- Don’t say more than you have to (and don’t be a smartarse)
- Don’t fight battles you can’t win and ensure that you crush your
- Summary
- Managing conflict
- Conclusion
- 8 Leading organizational and cultural change
- Objectives
- Introduction: ‘May you live in interesting times’
- Leading organizational and cultural change: the theory
- Frank Whittle
- Frank MacNamara
- Lee Iacocca
- Richard Branson
- Alan Wurtzel
- The Kyungwon Enterprise Company
- Understanding why resistance to change is inevitable
- Leading organizational change
- Interpreting your score
- Successful Organizational Change: Continental Airlines
- Fly to win
- Fund the future
- Make reliability a reality
- Working together
- Extensive two-way communication with all CA employees during the change process
- Involving CA’s employees, and celebrating successes and short-term wins
- Involving CA’s customers and clients
- Ongoing commitment to continuous change, improvement and learning
- Postscript: 11 September 2001 and its aftermath
- Unsuccessful change management: Shier chaos
- Conclusion
- Notes
- 9 Innovation and organizational learning
- Objectives
- Introduction
- The role of innovation in organizations
- Linear/sequential thinker Lateral thinker
- Part 1
- Part 2
- Creativity and innovation in practice
- Creating an innovative organization
- Hire creatives and mavericks
- Encourage brainstorming
- Build innovation and intrapreneurship into the organization’s culture
- Creative envisioning
- Conclusion
- Creating a learning organization
- A shared vision
- Personal mastery
- Team learning
- Mental modelling
- Boss Hog comes good
- Encourage Intellectual Curiosity
- Conclusion
- Notes
- 10 Managing employee knowledge and intellectual capital
- Objectives
- Introduction
- The book of business
- The theory and practice of knowledge management
- FINITE APPLICATIONS INFINITE APPLICATIONS
- Ernst and Young
- Price Waterhouse Coopers
- General Motors
- Hewlett-Packard
- Knowledge management quiz
- Conclusion: linking culture, innovation, learning and knowledge management
- Notes
- 11 Leadership and people management in high-tech, networked and virtual organizations
- Objectives
- Introduction: the acceleration of everything
- Recent scientific and technological developments
- Calculations per second
- ‘It’s a license to print money’
- Unfortunately, nobody bought anything!
- The effects of new and emerging technologies on organizational leadership and people management
- ‘Second wave’ organizations ‘Third wave’ organizations
- These are described in the next section.
- False promises
- Men not required
- Cyber-sex
- Conclusion: a brave new (organizational) world?
- Notes
- 12 Leadership and business ethics
- Objectives
- Introduction
- The impact of unethical business practices on organizations
- Load up the truck.
- ‘The emperor of greed’
- The business case for ethical leadership and management
- ‘A double whammy’
- Summary
- When in another’s village . . .
- Managers’ dilemmas
- Ethical imperialism
- Ethical relativism
- Whom would you do business with?
- Nazi Germany Soviet Union China
- Ethical universality
- Conclusion
- Notes
- Conclusion: leading and managing people at work
- Objectives
- The boss test
- Reinventing the wheel
- All the world’s a stage
- The dark side
- Gaia and other issues
- Back to the future
- Appendix 1 The business case for emotional intelligence
- Appendix 2 The benefits of health and wellness programmes
- Bibliography
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