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About this product
- Author(s)Gerhard Zapke-Schauer
- PublisherSpringer Fachmedien Wiesbaden
- Date of Publication25/05/2012
- Language(s)English & German
- GenreManagement & Business: General
- Place of PublicationWeisbaden
- Country of PublicationGermany
- ImprintVieweg+Teubner Verlag
- Content Notebiography
- Weight278 g
- Width133 mm
- Height203 mm
- Spine13 mm
- Edition StatementSoftcover reprint of the original 1st ed. 2005
- Table Of ContentsI: What Leadership Is About.- Basic Concepts.- What is good leadership?.- Good leadership consists of a clear vision calling for commitment.- Motivating people by encouraging them to pull together.- Making important contacts outside your group and organisation.- Good leadership functions via the group.- It's difficult to change a group culture.- The contribution you should make to the group culture.- Good leadership at times of crisis.- The four categories of good leadership.- Phenomena are not goals.- Necessary steps.- A word to the wise.- What can be achieved with visions?.- Two meanings.- Who makes use of visions?.- Visions lead to a passive attitude.- Conditional visions give rise to hope.- Visions remove barriers.- The quickest way to lose the vision.- Make sure you focus on solutions.- Visions create ownership.- What is reality?.- What is the real problem?.- The solution: the right approach to planning.- Important decisions.- Do you really want to be a leader?.- Excellence in leadership.- Personal qualities.- Leading a balanced life.- Keeping calm.- Image processing speeds you up.- Image processing isn't only for verbalising.- Learning to be a leader.- Summary.- The strategic vision.- Being able to arouse enthusiasm in other people.- Practical, concrete and intuitive intelligence.- The art of listening.- The right mixture of pride and modesty.- The ability to make decisions.- The ability to convince others.- Empathy.- Mutual reactions.- Belonging to groups.- Following decisions through.- Authority.- Scarcity.- Role models.- Reflections on Jack Welch: 1.- Self-confidence.- Reflections on Jack Welch: II.- Reflections on Jack Welch: III.- Reflections on Jack Welch: IV.- Reflections on Jack Welch: V.- Warren Buffet.- Whose interests do our managers represent?.- Low profit margins destroy jobs and shareholder value.- Executives make mistakes.- Conclusions for the practice.- Cisco: defined processes.- Management according to Walt Disney.- Tomorrow's senior executives.- II: Good leadership in Practice.- Basic Principles.- Identification.- Coherence.- Working outside the 'total picture' is futile.- The consequences can be disastrous and extremely disheartening for all concerned.- Conflict.- The limbian system.- How executives can be effective at times of crisis.- Crowds.- Zero-sum-games and zero sums.- The basic pattern.- Using the basic pattern for predictions.- Examples of zero-sums.- How do you convert zero-sums?.- Examples of non-zero-sums.- The internal customer relationship.- Third parties as new players.- Ownership.- The difference between something and someone.- People.- Understanding our roles: 1.- Defining a company in terms of customer-orientation.- Understanding our roles: II.- Understanding by allocation to the correct context.- Have managers lost their way en route to company goals?.- Is a lot of management just hot air?.- Do managers promise too much?.- Why do company workers have to solve management's problems?.- Coping with the behaviour of our staff.- Teams.- Soft factors.- Ways of Communicating.- The first hundred days.- Action comes before emotion.- Cultural change.- The specific process is the key.- Demonstrations.- Downsizing.- Keeping in touch with the workforce.- The layer of resistance.- The anticipatory effect.- The authority effect.- Passing on the baton.- The principle of understanding.- Leadership engineering.- The employee as a human being.- Converting the goals to concrete action.- Don't leave success for the company to chance.- Management by objectives.- The wrong goals.- The right goals.- Applying creativity.- The experience of company workers and competitors.- Processes for achieving goals.- Mind camps.- Getting company workers to change.- Middle management.- Competition for the best staff.- Agreeing goals.- III: The Leadership of Companies.- The Guidelines.- Competence and shareholder value.- The need to make a profit.- Identity.- Legally separate entities.- 1. Be friendly at the beginning.- 2.
- Author BiographyGerhard Zapke-Schauer ist Prasident des Verwaltungsrats der Euratio Akademie in Zurich und berat hochrangige Fuhrungskrafte von Global Playern zum Thema Leadership.
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