The Nile on eBay The Leader's Dilemma by Peter Bunce, Jeremy Hope, Franz Röösli
Many leaders realize that in economy it will no longer be the smart highly paid people in the corporate center that drive success. This book is about rethinking how we manage organizations in a post-industrial, post credit crunch world where innovative management models represent the only remaining source of sustainable competitive advantage.
FORMATHardcover LANGUAGEEnglish CONDITIONBrand New Publisher Description
Drawing on their work on performance management within the 'beyond budgeting' movement over the past ten years, including many interviews and case studies, Jeremy Hope, Peter Bunce and Franz Röösli set out in this book an executive guide to building a new management model based on eight key change management issues: 1. Governance: From rules and budgets to purpose and values2. Success: From fixed targets to relative improvement3. Organization: From centralized functions to customer-oriented teams4. Accountability: From narrow targets to holistic success criteria5. Trust: From central control to local autonomy6. Transparency: From closed information to open book management7. Rewards: From individual incentives to team-based reward8. Risk: From complying with rules to understanding pressure points This book is about rethinking how we manage organizations in a post-industrial, post credit crunch world where innovative management models represent the only remaining source of sustainable competitive advantage.[i] The changes suggested by the authors will enable and encourage a cultural climate change that will help organizations to attract and keep the best people as well as drive continuous innovation and growth. Above all, The CEO's Dilemma is about learning how to change business - based on best practice and innovation drawn from leaders world-wide who have built and managed successful organizations.
Back Cover
Many leaders realize that in today's economy it will no longer be the smart highly paid people in the corporate center that drive success. Instead it will come from harnessing the knowledge and creativity of all their people, especially those that work at the interface between the organization and its customers. They also know that their budget-driven management processes are too slow, rigid and expensive and encourage the wrong behaviour. But business leaders are on the horns of a dilemma. How do they empower their people and adapt to change without losing control? This book is about rethinking how we manage organizations in a post-industrial, post credit crunch world where innovative management models represent the only remaining source of sustainable competitive advantage. Above all The Leader's Dilemma is about learning how to change business - based on best practice and innovation drawn from leaders world-wide who have built and managed successful organizations. "Every executive will have already had to face the well-known dilemma between trust and control. Based on the principles described, the authors succeed in finding a way out of this dilemma. Supported by concrete practical examples, these twelve principles add up to an integral management model which encompasses employee engagement, efficiency and innovation intelligently." --Philippe Hertig, Managing Partner, Egon Zehnder International (Switzerland) "As Albert Einstein once accurately stated, problems can never be solved using the same approach as that out of which they came. The management approach in The Leader's Dilemma is not subject to this unconscious, but very frequent mistake. It shows an entirely new approach on leadership and management, which regards organizations as living systems." --Erich Harsch, CEO, dm drogerie-markt "Executives are increasingly recognizing that the traditional model by which they manage their organizations is obsolete and counter-productive. In The Leader's Dilemma, Hope, Bunce and R
Flap
Many leaders realize that in today's economy it will no longer be the smart highly paid people in the corporate center that drive success. Instead it will come from harnessing the knowledge and creativity of all their people, especially those that work at the interface between the organization and its customers. They also know that their budget-driven management processes are too slow, rigid and expensive and encourage the wrong behaviour. But business leaders are on the horns of a dilemma. How do they empower their people and adapt to change without losing control? This book is about rethinking how we manage organizations in a post-industrial, post credit crunch world where innovative management models represent the only remaining source of sustainable competitive advantage. Above all The Leader's Dilemma is about learning how to change business - based on best practice and innovation drawn from leaders world-wide who have built and managed successful organizations. "Every executive will have already had to face the well-known dilemma between trust and control. Based on the principles described, the authors succeed in finding a way out of this dilemma. Supported by concrete practical examples, these twelve principles add up to an integral management model which encompasses employee engagement, efficiency and innovation intelligently." --Philippe Hertig, Managing Partner, Egon Zehnder International (Switzerland) "As Albert Einstein once accurately stated, problems can never be solved using the same approach as that out of which they came. The management approach in The Leader's Dilemma is not subject to this unconscious, but very frequent mistake. It shows an entirely new approach on leadership and management, which regards organizations as living systems." --Erich Harsch, CEO, dm drogerie-markt "Executives are increasingly recognizing that the traditional model by which they manage their organizations is obsolete and counter-productive. In The Leader's Dilemma, Hope, Bunce and R
Author Biography
Jeremy Hope is co-founder of the Beyond Budgeting Round Table, a not-for-profit collaborative dedicated to helping organizations improve their management models. He is a chartered accountant and a co-author of Transforming the Bottom Line, Competing in the Third Wave and Beyond Budgeting. He is also author of Reinventing the CFO. He lives in West Yorkshire, England and can be contacted at . Peter Bunce is a co-founder of the Beyond Budgeting Round Table (BBRT), a not-for-profit collaborative dedicated to helping organizations improve their management models. He is a Chartered Engineer and has held various posts in manufacturing engineering and collaborative research. He lives in Hampshire, England and can be contacted at . Franz Röösli is a professor and management trainer at the University of Applied Sciences North Western Switzerland (FHNW) and Director of the Beyond Budgeting Round Table (BBRT), an international shared learning network for management development. He has experienced many years in management positions in different industries. He lives in Switzerland and can be contacted at .
Table of Contents
Foreword v Preface vii Some definitions ix Introduction The organization as an adaptive system 1 1 Principle #1 – Values 33Bind people to a common cause, not a central plan 2 Principle #2 – Governance 57Govern through shared values and sound judgment, not detailed rules and regulations 3 Principle #3 – Transparency 89Make information open and transparent; don't restrict and control it 4 Principle #4 – Teams 105Organize around a seamless network of accountable teams, not centralized functions 5 Principle #5 – Trust 121Trust teams to regulate and improve their performance; don't micro-manage them 6 Principle #6 – Accountability 139Base accountability on holistic criteria and peer reviews, not on hierarchical relationships 7 Principle #7 – Goals 157Set ambitious medium-term goals, not short-term fixed targets 8 Principle #8 – Rewards 179Base rewards on relative performance, not fixed targets 9 Principle #9 – Planning 203Make planning a continuous and inclusive process, not a top-down annual event 10 Principle #10 – Coordination 225Coordinate interactions dynamically, not through annual budgets 11 Principle #11 – Resources 239Make resources available just-in-time, not just-in-case 12 Principle #12 – Controls 257Base controls on fast, frequent feedback, not on budget variances 13 Implementation insights 283 14 Make management change your legacy 305 Notes 309 Index 325
Long Description
Many leaders realize that in todays economy it will no longer be the smart highly paid people in the corporate center that drive success. Instead it will come from harnessing the knowledge and creativity of all their people, especially those that work at the interface between the organization and its customers. They also know that their budget-driven management processes are too slow, rigid and expensive and encourage the wrong behaviour. But business leaders are on the horns of a dilemma. How do they empower their people and adapt to change without losing control? This book is about rethinking how we manage organizations in a post-industrial, post credit crunch world where innovative management models represent the only remaining source of sustainable competitive advantage. Above all The Leaders Dilemma is about learning how to change business - based on best practice and innovation drawn from leaders world-wide who have built and managed successful organizations. "Every executive will have already had to face the well-known dilemma between trust and control. Based on the principles described, the authors succeed in finding a way out of this dilemma. Supported by concrete practical examples, these twelve principles add up to an integral management model which encompasses employee engagement, efficiency and innovation intelligently." Philippe Hertig, Managing Partner, Egon Zehnder International (Switzerland) "As Albert Einstein once accurately stated, problems can never be solved using the same approach as that out of which they came. The management approach in The Leaders Dilemma is not subject to this unconscious, but very frequent mistake. It shows an entirely new approach on leadership and management, which regards organizations as living systems." Erich Harsch, CEO, dm drogerie-markt "Executives are increasingly recognizing that the traditional model by which they manage their organizations is obsolete and counter-productive. In The Leaders Dilemma, Hope, Bunce and Rsli radically re-define the core principles of management - including accountability, goals, rewards, planning and coordination - to bring management into the 21st century." Dr Jules Goddard, Research Fellow, MLab, London Business School "In a dozen clear principles, The Leaders Dilemma codifies a rethink of the conventional management model. The books approach should be studied by any company aiming to survive and thrive in a transforming business landscape." Vineet Nayar, CEO of HCL Technologies and author of Employees First, Customers Second
Details ISBN1119970008 Publisher John Wiley & Sons Inc Year 2011 ISBN-10 1119970008 ISBN-13 9781119970002 Format Hardcover Place of Publication New York Country of Publication United States Media Book DEWEY 658.4092 Illustrations Illustrations Short Title LEADERS DILEMMA Language English Edition 1st Subtitle How to Build an Empowered and Adaptive Organization Without Losing Control UK Release Date 2011-04-12 AU Release Date 2011-05-11 NZ Release Date 2011-05-11 Author Franz Röösli Publication Date 2011-04-12 Imprint Jossey-Bass Inc.,U.S. US Release Date 2011-04-12 Audience General Pages 352 We've got this
At The Nile, if you're looking for it, we've got it.With fast shipping, low prices, friendly service and well over a million items - you're bound to find what you want, at a price you'll love!
TheNile_Item_ID:126611459;