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Forty-three years after its birth in San Francisco the world body faces a paradox. The problems posed by environmental hazards, terrorism, narcotics trafficking, population movements, natural and manmade disasters, and development have outstripped the ability of governments to deal with them through unilateral action. Yet many of these governments are also skeptical of the U.N.'s ability to handle such stubborn and difficult international issues. This book diagnoses the cause of the U.N.'s troubles and proposes a radical plan for steering it back on course. The trenchant analysis and cool-headed proposals contained in the first half of the book are the product of an international panel that included U.S. Senator Nancy Kassebaum and Tanzanian Defense Minister Salim Salim, former Chancellor of the Federal Republic of Germany Helmut Schmidt and Foreign Minister of Uruguay Enrique Iglesias. In the second half of the book are to be found the many authoritative supporting essays provided by the panel staff in the course of the study. Co-published with the United Nations Association of the USA.
According to management and psychology courses, as well as legions of consultants in organizational psychology, shared vision in dyads, teams and organizations can fill us with hope and inspire new possibilities, or delude us into following false prophets. However, few research studies have empirically examined the impact of shared vision on key organizational outcomes such as leadership effectiveness, employee engagement, organizational citizenship, coaching and organizational change. As a result, the field of organizational psychology has not yet established a causal pattern of whether, if, and how shared vision helps dyads, teams and organizations function more effectively. The lack of empirical work around shared vision is surprising given its long-standing history in the literature. Bennis and Nanus (1982) showed that distinctive leaders managed attention through vision. The practitioner literature has long proclaimed that vision is a key to change, while Conger and Kanungo (1998) discussed its link to charismatic leadership. Around the same time, positive psychology appeared in the forms of Appreciative Inquiry (Cooperrider, Sorensen, Whitney, & Yaeger, 2000) and Positive Organizational Scholarship (Cameron, Dutton, & Quinn, 2003). In this context, a shared vision or dream became a legitimate antecedent to sustainable change. But again, empirical measurement has been elusive. More recently, shared vision has been the focus of a number of dissertations and quantitative studies building on Intentional Change Theory (ICT) (Boyatzis, 2008) at dyad, team and organization levels of social systems. These studies are beginning to lay the foundations for a systematic body of empirical knowledge about the role of shared vision in an organizational context. For example, we now know that shared vision can activate neural networks that arouse endocrine systems and allow a person to consider the possibilities of a better future (Jack, Boyatzis, Leckie, Passarelli & Khawaja, 2013). Additionally, Boyatzis & Akrivou (2006) have discussed the role of a shared vision as the result of a well-developed set of factors that produce a desired image of the future. Outside of the organizational context, positive visioning has been known to help guide future behavior in sports psychology (Loehr & Schwartz, 2003), medical treatment (Roffe, Schmidt, & Ernst, 2005), musical performance (Meister, Krings, Foltys, Boroojerdi, Muller, Topper, & Thron, 2004), and academic performance (Curry, Snyder, Cook, Ruby, & Rehm, 1997). This Research Topic for Frontiers in Psychology is a collection of 14 original papers examining the role of vision and shared vision on a wide variety of desired dependent variables from leadership effectiveness and executive performance to organizational engagement, citizenship and corporate social responsibility, and how to develop it through coaching.
It is widely known that Buddhists deny the existence of the self. However, Buddhist philosophers defend interesting positions on a variety of other issues in fundamental ontology. In particular, they have important things to say about ontological reduction and the nature of the causal relation. Amidst the prolonged debate over global anti-realism, Buddhist philosophers devised an innovative approach to the radical nominalist denial of all universals and real resemblances. While some defend presentism, others propound eternalism. In How Things Are, Mark Siderits presents the arguments that Buddhist philosophers developed on these and other issues. Those with an interest in metaphysics may find new and interesting insights into what the Buddhists had to say about their ideas. This work is designed to introduce some of the more important fruits of Buddhist metaphysical inquiry to philosophers with little or no prior knowledge of that tradition. While there is plenty of scholarship on the Indian Buddhist philosophical tradition, it is primarily concerned with the historical details, often presupposes background knowledge of the major schools and figures, and makes ample use of untranslated Sanskrit technical terms. What has been missing from this area of philosophical inquiry, are studies that make the Buddhist tradition accessible to philosophers who are interested in solving metaphysical problems. This work fills that gap by focusing not on history and texts but on the metaphysical puzzles themselves, and on ways of trying to solve them.
Leaders everywhere, in arenas big and small, struggle with the desire and, frankly, the need to make sure their vision for the organization they have created or grown continues regardless of circumstances. And the question "what will be my legacy?" is a question all people ask themselves. Myles Munroe has observed that the tendency among leaders is to deal with this question as serious circumstances or retirement loom. Further, it is his belief that this is one of the most important decisions a leader will ever make. This book is a wakeup call. Myles Munroe wants all leaders to focus on building the right team for the future and to make it a top priority because the process is not a quick one. Properly mentoring the right people to ensure the continuation of an organization is actually a process that must be woven into that organization over a span of years or even decades. Chapter topics discussed include The Chaos of Transition The Leadership Dilemma Living Beyond Your Generation The Principles of Mentoring PASSING IT ON shows how to use the concept of mentoring within an organization to value the distinct talents and abilities of the individuals. Mentoring is the pathway to developing leaders from within; leaders who are in line with the goals of the organization; leaders who are most likely to adopt and carry a vision forward.
Finding the right successor to a well-loved founder or president is often the most difficult task an organization faces-and the challenge is even greater for family-run businesses. From mom-and-pop grocery stores to vast multinationals, family-owned companies dominate the worldwide business landscape, yet surprisingly few are successfully passed down from one generation to the next, and fewer still reach the third generation intact. Author Ivan Lansberg, an organizational psychologist who grew up in a family business, explores the reasons behind this high failure rate, and reveals the conditions that allow family businesses to endure through the generations. Family enterprises are highly personal, says Lansberg, and many elaborate succession plans are thwarted because deeper psychological factors are overlooked. Lansberg stresses the need for families to share a common "dream" for their company, much like a business has a unified mission. Succeeding Generations helps us to understand all aspects-the practical and the emotional-of the succession process, as Lansberg offers advice on how to mentor successors, how to set up a systematic selection process, and how to make the best use of the board of directors during times of transition. He also provides the first clear assessment of the different options, from direct successions between a parent and a single appointed heir to more complex partnerships between siblings and cousins. With a wealth of examples from companies in the U.S., Europe, and Latin America, Succeeding Generations provides a thoughtful and comprehensive look at the sensitive dynamics of leadership succession in family businesses. Planning for continuity is a life-long process for families in business, and Succeeding Generations is the first book to provide in-depth answers to the questions that arise at every stage in the evolution of the family firm.
"This, Ismail Kadare's most recent novel, is a fictional inquiry into the still-unexplained death of Mehmet Shehu, the man who for decades was the designated Number Two political figure in Communist dictator Enver Hoxha's ironfisted and increasingly paranoid regime." "On the night of December 13, 1981, the so-called Successor was shot dead, sometime between midnight and early morning. Did he commit suicide or was he murdered? This is the burning question. There are a number of potential murderers: the architect in charge of renovating the Successor's new quarters, who knew of the secret underground passage to his home; a rising political figure, Adrian Hasobeu, who if the current successor were to disappear would surely be named Number Two; the dictator himself - known to his countrymen as the Guide - now ailing and almost blind, unable to countenance even the idea of being replaced; and, incredibly, the Successor's wife." "The Successor combines a tantalizing mystery with a historical novel (Who killed Mehmet Shehu?), a psychological examination (How do you live in a world where nothing is sure?), and an analysis of a dictatorship so repressive that its followers treat it as a religious faith, where love, and indeed all personal relations, are subject to the whims and demands of the state."--BOOK JACKET.
As you're well aware, your individual energy ebbs and flows--leading to high and low productivity cycles. Fail to manage your energy correctly, and you risk falling into traps including inertia, complacency, and frenzied, unfocused activity that only erodes the quality of your life. The same holds true for your entire organization. In Fully Charged, Heike Bruch and Bernd Vogel provide tools and strategies to help you manage your company's collective energy. First, diagnose your company's "energy state" using the Organizational Energy Matrix. By assessing the intensity (high or low) and the quality (positive or negative) of the energy in your enterprise, you discover which of four energy states your company is experiencing. Second, move your company out of dangerous states characterized by complacency, cynicism, aggression, withdrawal, and other perils. By applying practices mastered by companies as diverse as Airbus, Novartis, SAP, and Tata Steel, you can shift your firm into a state of high, positive energy--in which everyone is emotionally engaged, mentally alert, and working swiftly and productively toward critical goals. Practical and backed by extensive research, Fully Charged reveals how to continually refresh your company's energy--so it's always ready to tackle the next period of high demand.
Establish credibility as the new family business leader Myths & Mortals, Family Business Leadership and Succession Planning provides insights and strategies for successors of family businesses. Successors often find themselves in the shadow of their parents making it difficult to establish credibility in the family business and tap into their own strengths. The stress of emulating a parent begins to clash with who they are and who they want to be as a leader. Written by internationally known business strategist and succession planning expert Andrew Keyt, this guide shows you how to establish credibility, take your place at the head of the table, and run your business your way. In groundbreaking research, Keyt interviewed more than 25 successors of family business legends including Massimo Ferragamo, Bill Wrigley Jr., Christie Hefner, and John Tyson to find out how they overcame the challenges successors commonly face.The analysis from that study formed the basis for the strategies presented here—to help you win the loyalty of those stuck in the old way of doing business, and still focused on their former leader's vision. You'll learn how to take charge without sacrificing your own leadership style, and how to get everyone on board with your vision for the business. Growing up in the shadow of legendary family business leaders creates a unique challenge for successors to the leadership position. You cannot remove the emotional power of family dynamics from the business, but you can change how you choose to react to it. To be successful, you need to create a sense of identity and credibility, and step out of the shadows of your forbears. This guide provides strategies for doing just that, so you can take the reins and be the effective leader your business needs. Overcome the obstacles successors commonly face Win over those still loyal to their former leader Build your own credibility, separate from your parents Develop your own leadership style and do business your way Credibility is elemental to business leadership, but establishing that credibility is the successor's biggest challenge. Myths & Mortals, Family Business Leadership and Succession Planning helps you plan around the obstacles and avoid common missteps so you can lead more effectively right out of the gate.
Visions of Victory, first published in 2005, explores the views of eight leaders of the major powers of World War II - Hitler, Mussolini, Tojo, Chiang Kai-shek, Stalin, Churchill, de Gaulle, and Roosevelt. He compares their visions of the future in the event of victory. While the leaders primarily focused on fighting and winning the war, their decisions were often shaped by their aspirations for the future. What emerges is a startling picture of postwar worlds. After exterminating the Jews, Hitler intended for all Slavs to die so Germans could inhabit Eastern Europe. Mussolini and Hitler wanted extensive colonies in Africa. Churchill hoped for the re-emergence of British and French empires. De Gaulle wanted to annex the northwest corner of Italy. Stalin wanted to control Eastern Europe. Roosevelt's vision included establishing the United Nations. Weinberg's comparison of the individual portraits of the war-time leaders is a highly original and compelling study of history that might have been.
Are you struggling with telling your family that you do not want to work in the family business? Do you struggle with convincing your family business to try new ideas or innovations? As the owner, are you struggling with surrendering control to your successors? Do you need more separation between the business and your personal life? Successfully navigating the succession process within a family business requires a delicate touch. In this book, we explore the difficult conversations that you may encounter along the transition journey and help you anticipate and plan for them with minimal stress. With the goal of maintaining strong family and business relationships while effectively addressing tough subjects, we cover common issues like: - establishing boundaries to preserve business and personal life - declining an offer to lead the family business - changing the business vision or ways of working under new leadership - convincing the business to try new innovations or ideas - asking for more freedom make your mark - addressing poor performance Brought to you by Succession Strength’s top team of business experts including an organizational psychologist, The 5 Critical Succession Conversations: A Comprehensive Guide for the Family Business smooths your succession journey and ensures that your business not only survives, but thrives for generations to come.