Kategoria BISAC: Business & Economics >> Management - General

- Clearly define the opportunity you'll want to address in your business case
- Identify and analyze a range of alternatives
- Recommend one option and assess its risks
-...

In his sixty-five-year consulting career, Peter F. Drucker, widely regarded as the father of modern management, identified eight practices that can make any executive effective. Leadership is not about charisma or extroversion. It's about these practices: Effective executives ask, "What needs to be done?" They also ask, "What is right for the enterprise?" They develop action plans. They take responsibility for decisions. They take responsibility for communicating. They focus on opportunities rather than problems. They run productive meetings. And they think and say "we" rather than "I."...

When asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision--the qualities traditionally associated with leadership. Often left off the list are softer, more personal qualities--but they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies indicate that emotional intelligence may be the key attribute that distinguishes outstanding performers from those who are merely adequate. Psychologist and author Daniel Goleman first brought the term -emotional...

Ten years ago, two INSEAD professors broke ground by introducing -blue ocean strategy, - a new model for discovering uncontested markets that are ripe for growth. In this book, they apply their concepts and tools to what is perhaps the greatest challenge of leadership: closing the gulf between the potential and the realized talent and energy of employees. Research indicates that this gulf is vast: According to Gallup, 70% of workers are disengaged from their jobs. If companies could find a way to convert them into engaged employees, the results could be transformative. The trouble is,...

Most executives have a big, hairy, audacious goal. But they install layers of stultifying bureaucracy that prevent them from realizing it. In this article, Jim Collins introduces the catalytic mechanism, a simple yet powerful managerial tool that helps turn lofty aspirations into reality. The crucial link between objectives and results, this tool is a galvanizing, nonbureaucratic way to turn one into the other. But the same catalytic mechanism that works in one organization won't necessarily work in another. So, to help readers get started, Collins offers some general principles...

Organisationen reagieren - anders als es die klassische Marktforschung suggeriert - nicht auf objektiv gegebene Umweltbedingungen, sondern sie erfinden, erschaffen und konstruieren sich ihre Wirklichkeit selbst. Denn aus den verwirrenden, chaotischen und irritierenden Eindrucken ziehen Organisationen jene Informationen, mit denen sie sich ein Bild von ihrem Umfeld machen konnen, das es ihnen erlaubt, sich einigermaen sicher in dieser Umwelt bewegen zu konnen. Bei der Exploration der Umwelt - oder enger: der Exploration der Markte - geht es darum, diesen Konstruktionsprozess uber Prozesse...