By Thomas Cummings, Warren Bennis, Gretchen M. Spreitzer, Thomas G. Cummings
Provocative insights on management from a ''who's who'' of management idea together with: Tom Peters, Charles convenient, and Jim Kouzes
A stellar solid of the world's superior management specialists comes jointly in a single position to provide their options on management within the new economic climate. Edited via popular management professional Warren Bennis, the booklet addresses matters that Bennis identifies because the ones that ''keep CEOs up at night'', together with why we tolerate undesirable leaders, why management is everyone's enterprise, and the way ethics will play into new management. With contributions from Charles convenient, Tom Peters, Barry Posner, Jim Kouzes, and Warren Bennis—as good as from such younger marketers as Michael Klein and Tara Church—no different publication contains the quality of authors and the variety of considering present in The way forward for Leadership
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Extra info for The Future of Leadership: Today's Top Leadership Thinkers Speak to Tomorrow's Leaders
The self-reported allocation of the knowledge worker's time and attention is a third possible input. Outputs could include the volume of knowledge produced, the quality of the decisions or actions taken on the basis of knowledge, and the impact of the knowledge produced (as judged by others) . These criteria are similar to those used for professors up for pro motion, who are evaluated on the volume of books and articles they write, the impact of their research on the scholarly community, and the quality of their teaching as judged by students.
One of the great concepts emerging seems to be the notion of being an aggregator. It used to be believed that you had to know something about the stuff you sold: Maybe you had to know how to make it, maybe you had to under stand your customers. None of that seems to be in vogue any more. com decided that the ideal business model is not to get good at selling books, but to get good at selling stuff And the stuff you sell can apparently be independent-it can be anything-which introduces you to a great variety of customers, and again increases by far the differentiation and consequently the need for managing well.
So at GE, for example, if you are a good customer like Wal-Mart and you ran out of stuff that you're buying from GE, you don't even tell GE about it, you just trigger your automatic signal to the GE factory and it will ship stuff to your warehouse. So you've got no inventory at your Wal-Mart and no paperwork or forms, you've got a customer now giving orders, not advice, not a plea, but orders, so the GE people can do some stuff. " It's a total blurring of the inside/ outside lines. BOUNDARYLESS 65 Another example is part of Six Sigma, outsiders now have the power to evaluate and reward GE employees.
The Future of Leadership: Today's Top Leadership Thinkers Speak to Tomorrow's Leaders by Thomas Cummings, Warren Bennis, Gretchen M. Spreitzer, Thomas G. Cummings