E-Book, Englisch, 277 Seiten
Schultz Four-Cornered Leadership
Erscheinungsjahr 2013
ISBN: 978-1-4665-9290-2
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)
A Framework for Making Decisions
E-Book, Englisch, 277 Seiten
ISBN: 978-1-4665-9290-2
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)
W. Edwards Deming once stated that the job of management is not supervision but leadership. He also concluded that capable leaders were those who understood and applied the System of Profound Knowledge. This book examines this system and describes competencies that set the stage for its application. Illustrating the power relationship between leaders and followers, the book analyzes each of the four elements of the system of profound knowledge in relation to prevailing management and organizational theory. Filled with examples and tables to reinforce key concepts, this book is the perfect guide for anyone trying to achieve sustainable change.
Autoren/Hrsg.
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Weitere Infos & Material
Leadership Defined. Leadership and Profound Knowledge. Leadership Competencies. Leadership, Power, and Followers. Leadership and Management. Leadership Approaches. Leadership Implications. Understand the Importance of System Interdependencies. The Organization as an Open System. Processes are the Culprit not the People. Coordinating and Controlling Processes. The Leaders Role. Understand Why People Behave as They Do. The Complexity of Human Nature. Group and Organizational Dynamics. Conflict, Competition, and Cooperation. Lessons Learned. Understand How People Learn, Develop and Improve. Learning is About Theory. Organizational Learning. Learners are not All Alike. Growth Comes From Lessons Learned. Reinforcing and Sustaining Learning. Understand the Variability of Work. Data Provide the Basis for Decision-Making. System Ups and Downs are a Matter of Routine. Visualizing Process Variability. The Process Behavior Chart. Interpreting Process Behavior. Tampering Can Be Costly. So What?. Give Meaning, Purpose and Direction to the Job at Hand. Purpose and Why It’s Important. Creating the Purpose. Communicating the Purpose. Anchoring the Purpose Through Constancy of Action. Interpreting the Organization’s Purpose through Planning. Appreciating that the Job At Hand Has Just Begun. Manage Interaction Dynamics. Plan for the Future. Create Less Structure and Share Tasks. Delegate and Coordinate. Problem Solve and Make Decisions. Monitor Results. Drive Out Fear. Build Trust. Appendix. Assess Your Ability as a Profound Leader. Affinity Technique. Force Field Analysis. References. Index.
