Matrix management was introduced in the 1970s in the context of competition from Japanese manufacturers, computerization of many technical and administrative tasks, and a recognition among business leaders that cross-functional teams (comprised of people from different departments and specialties) were necessary to create and produce complex products rapidly. Ideally, this approach, in which people are assigned to projects, rather than department managers, encourages collaboration, flexibility, and knowledge sharing, but in reality, it can often cause confusion, friction, and excessive...
Matrix management was introduced in the 1970s in the context of competition from Japanese manufacturers, computerization of many technical and admi...
Against a backdrop of downsizing, restructuring and other devastating changes within today's organizations, how does the executive actually go about getting things done? Not simply through the exercise of raw power, argues Gottlieb. Indeed, power and influence are not the same. Most articles in academic and professional business periodicals concentrate on power and provide scant insight into influencing--its techniques and various behaviors. In this work, Gottlieb, a specialist in management development and training, takes a big step toward correcting this imbalance and the confusion it...
Against a backdrop of downsizing, restructuring and other devastating changes within today's organizations, how does the executive actually go abou...
Since the 1994 edition of this classic text, the economy and the labor force have undergone enormous change, yet one thing has remained constant: change itself. The pace of change has accelerated in nearly every aspect of business life, due in no small measure to the connectivity revolution. As a result, the frequency of reorganizations, downsizings, and rightsizings has escalated. Yet neither managers nor employees seem any more prepared to deal with these changes than they did a decade ago. This new edition, like its predecessor, will help people understand and cope with organizational...
Since the 1994 edition of this classic text, the economy and the labor force have undergone enormous change, yet one thing has remained constant: chan...
Aimed at front-line and senior managers faced with ongoing reorganization and an increasingly reluctant workforce, this book examines what it takes to facilitate problem solving, decision-making, and workforce retention and commitment. Gottlieb explains that managers can most effectively facilitate by adopting a hands-on strategy for processes rather than tasks. This book describes the skills and tools needed for leading and managing groups with consistency, commitment, and courage.
Six core skills essential to facilitating group processes are presented: DEGREESL DEGREESDBL Initiating...
Aimed at front-line and senior managers faced with ongoing reorganization and an increasingly reluctant workforce, this book examines what it takes...
More than ever, senior and frontline managers are tasked with the development and maintenance of highly productive teams--a formidable challenge in all situations. Organizational directives for "lean," highly responsive, change-adaptive workforces have created an environment in which every aspect of productivity must be examined and improved in the quest to meet increasingly competitive global goals. About 30 percent of productivity is lost from knowledge workers who withhold undetected discretionary effort because managers fail to tap into motivation dynamics that impact the level of...
More than ever, senior and frontline managers are tasked with the development and maintenance of highly productive teams--a formidable challenge in...
