领导的实际工作：来自管理前沿的报告The Real Work Of Leaders： A Report from the Front Lines of Management

作者： LAURIE, DONALD L. 著

出 版 社： Oversea Publishing House

出版时间： 2001-8-1字数：版次： 1页数： 202印刷时间： 2001/08/01开本： 16开印次： 1纸张： 胶版纸I S B N ： 9780738204857包装： 平装内容简介

If you're ever favored enough to catch a few minutes of a corporate CEO's time, and feel bold enough to ask what their job entails, chances are you'll hear something lofty about developing strategy, empowering employees, seeing the big picture. But if you ask to see their calendar for the past month, you'll probably find they've spent very little, if any, time doing those things.

The look-at-last-month's-calendar trick was devised by Donald Laurie, a Boston-based management consultant, to help top executives figure out how best to lead their companies. Laurie sees a leader as the person who climbs out on the balcony and sees the company from above, the one who sees how all the parts connect to make a smoothly running machine. At the same time, if the leader stays up on that balcony for too much of the day, he or she can't hear the grumbling below. And what's being grumbled about is often the information that could save the CEO's job. As an example of this, Laurie relates the story of Xerox Corp. when it was trying to compete with Japanese companies in the affordable-copier market. The Xerox product didn't work very well, and the company took an embarrassing tumble. But any of the line employees could have told the top executives that the machine wasn't up to snuff; there just wasn't a mechanism for them to do so.

目录

Preface

Acknowledgments

Part 1 A Leader's Real Time

1 What Should Leaders Do?

2 How Should Leaders Do What They Do?

Part 2 A Leader's Real Work

3 The Seven EssentialActs of Leadership

4 Stand Back and See

5 Communicate What Is Real

6 Clarify Competing Values

7 Support Change in Values

8 Promote Dialogue

9 Regulate Distress

10 Make Everyone Collectively Responsible

11 Questions andAnswers

Epilogue: The Value Leaders Add

Sources

Index