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The New Why Teams Don't Work
Based on the authors' bestselling book Why Teams Don't Work-winner of the Financial Times/Booz Allen & Hamilton Global Business Book Award as the Best Management Book of the Year in the Americas Teaches people how to be good team members and teaches team members how to be team leaders Includes seven completely new chapters as well as new and updated examples and information throughout The move to teams has largely failed, say Harvey Robbins and Michael Finley, mainly because teams themselves are failing to think through the human implications of teaming. The New Why Teams Don't Work is a handbook for team members and team leaders to maintain the highest possible level of team intelligence-th...
The New Why Teams Don't Work
The move to teams has largely failed, say Harvey Robbins and Michael Finley, mainly because teams themselves are failing to think through the human implications of teaming. The New Why Teams Don't Work is a handbook for team members and team leaders to maintain the highest possible level of team intelligence-the skills, attitudes, and emotional flexibility to get the most out of a team's inherent differences. Describing what teams are really like, not how they ought to be, the book teaches people how to work together to make decisions, stay in budget, and achieve team goals. Robbins and Finley show, for instance, how to get hidden agendas on the table, clarify individual roles, learn what team members expect and want from each other, choose the right decision-making process, and much more. Updated throughout, the book includes completely new material on team intelligence, team technology, collaboration vs. teamwork, team balance, teams at the top, the team of one, plus all new and updated examples.
Why Teams Don't Work
Today's companies are turning to teams as a means of organizing and doing work. In theory teams increase productivity, but in reality, many teams are prone to problems. This book provides tools and insights intended to help team members and managers to make the promise of teams come true.
The Accidental Leader
It could happen today. You are called into the office, and the boss tells you that due to unforeseen circumstances, starting today you will be in charge of a team, a project, an office, a committee, or a business unit. Without any warning (or preparation on your part) you've become an accidental leader. If you have been thrust into a position of sudden responsibility, you need The Accidental Leader. This book is a first aid kit that gives you the information and inspiration you need to Know what you bring to the challenge— your pluses and minuses Define success and achieve it Get other people on your side Overcome your natural shortcomings Get organized— right now See through the apparent system to the culture within Direct people and get them to act The Accidental Leader is your lifeline to leadership success. It is filled with practical answers to the many leadership questions that you will face.
The New Why Teams Don't Work
The authors argue that the move to teams has failed because teams themselves are unaware of their own needs, conflicts, and peculiarities. This text is a handbook for team members and leaders to succeed, through recognizing what teams are really like, not what they ought to be.
Why Change Doesn't Work
Re-engineering; Total Quality Management; Delayering; Value-based disciplines; Benchmarking; Transfomation. Companies have embraced dozens of new change initiatives in recent years. Yet despite well-intentioned efforts, the bottom line is depressingly the same: Change is not working, or is not working well. Workers, managers, team leaders and CEO's alike are wondering what went wrong?In this timely book, award winning business writers Robbins and Finley reveal the missteps, miscaluculations and lessons learnt by companies on the road to change, focusing on the most neglected aspect of the whoe change process: the human factor.
The Third Wave
From the author of Future Shock, a striking way out of today’s despair . . . a bracing, optimistic look at our new potentials. The Third Wave makes startling sense of the violent changes now battering our world. Its sweeping synthesis casts fresh light on our new forms of marriage and family, on today's dramatic changes in business and economics. It explains the role of cults, the new definitions of work, play, love, and success. It points toward new forms of twenty-first-century democracy. Praise for The Third Wave “Magnificent . . . an astonishing array of information.”—The Washington Post “Imperishably fresh.”—Business Week “Will mesmerize readers, and rightly so.”—Vog...
Be * Know * Do
The United States Army is one of the most complex, best run organizations in the world, and central to the Army's success are strong leadership and exceptional leadership development. Army leaders must be able to act decisively and effectively in challenging situations. But the Army, despite its organizational structure, does not train leaders in a hierarchical manner. Dispersed leadership is the key to the success of the Army leadership model. Now, for the first time, you can have access to the Army's successful leadership philosophy and the principles that are outlined in Be Know Do the official Army Leadership Manual. Be Know Do makes this critical information available to civilian leaders in all sectors--business, government, and nonprofit--and gives them the guidelines they need to create an organization where leadership thrives.
The Emotionally Intelligent Manager
We have long been taught that emotions should be felt and expressed in carefully controlled ways, and then only in certain environments and at certain times. This is especially true when at work, particularly when managing others. It is considered terribly unprofessional to express emotion while on the job, and many of us believe that our biggest mistakes and regrets are due to our reactions at those times when our emotions get the better of us. David R. Caruso and Peter Salovey believe that this view of emotion is not correct. The emotion centers of the brain, they argue, are not relegated to a secondary place in our thinking and reasoning, but instead are an integral part of what it means ...
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